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Toyotas Competitive Advantage In The Automotive Industry Marketing Essay
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In the years following World War II., government industry cooperation, a strong work ethic, and mastery of high technology helped Japan advance with extraordinary speed to the rank of the second most technologically powerful economy in the world after the US. Today, measured on a purchasing power parity basis, Japan is the third-largest economy in the world after the US and China, and measured on the basis of GDP, it is the second largest economy after the US.
Without a doubt, this impressive economic development can to a large extent be attributed to the exceptional growth of the Japanese automotive industry since the early 1960s. Since several decades now, Japanese automobiles have enjoyed an excellent reputation for being of superior grade and for their long-lasting quality, in additon to being fuel efficient, and the country's major automakers including Honda, Mitsubishi, Nissan and Mazda are among the leading OEMs in the world. Nevertheless, there is one major player that even outperforms its national rivals and is today widely considered as the epitome of an automotive success story - the Toyota Motor Corporation.
At the turn of the year 2005 to 2006, Toyota reached the peak level of its corporate history up to then, and has managed to become the highest rated automobile manufacturer of the world, with a market value amounting to 150 billion US dollars (Becker, 2006). In addition, Toyota has been ranked as the automobile manufacurer with the highest overall productivity, the highest average quality, the highest profit margin (as mass manufacturer), and the highest profit, amounting to around ten billion US dollars - more than the combinded profits of all German automobile manufacturers in the year 2005 together.
Even in recent years, at a time when the global automotive industry is as competitive as it has never been before, Toyota can still be called the most successful carmaker in the world. For almost 15 years consistently rated among the top automotive brands in terms of reliability, initial quality, and long-term durability, the company was able to earn a profit of 13.7 billion US dollars in FY 2006/2007, whereas other major OEMs like GM and Ford reported losses of 1.97 billion US dollars and 12.61 billion US dollars, respectively, in 2006 (Stewart and Raman, 2008). In fact, Toyota's market capitalization on May 2007 - of 186.71 billion US dollars - was more than one and a half times GM's (16.6 bilion), Ford's (15.7 billion) and DaimlerChrysler's (81.77 billion) combined.
Given these impressive facts and figures, one question arises: Why is Toyota so successful, and in which way does it differ from all the other automobile manufacturers?
Is it perhaps a design issue? Does Toyota meet the spirit of the time through its rather conservative design, in contrast to its more progressive oriented European competitors? Is it due to the legendary Toyota Production System which has often been copied by Toyota's rivals but has never been achieved to the same level of perfectness? Or is Toyota just a Japan-specific phenomenon which success factors lie in the highly efficient, culture-based leadership and organization methods in the combination of people, machinery, and suppliers? Perhaps it is just a question of fortune that Toyota has had with regard to its production, investment and location decisions over the last seventy years.
To get to the heart of the matter, the aim of the following research paper is to closely analyze the Toyota Motor Corporation in order to identify potential success factors and competitive advantages which could represent the foundation of Toyota's impressive rise, beginning as a textile manufacturer in the mill town of koromo - now toyota city - to the global market leader within only seven decades.
II. Toyota at a glance
1. A brief historic overview
The story of the Toyota Motor Corporation began in September 1933 when Toyoda Automatic Loom, a leading manufacturer of automatic looms, created a new division devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. The reason for this was that after having visited the USA in 1929, Kiichiro Toyoda was so excited and impressed by the upcoming motorization that he started to develop prototypes of passenger cars and freight vehicles by himself. Finally, in the year 1937, the Toyota Motors Industry Co. Ltd. was founded as an independent subsidiary of Toyoda Automatic Loom. [2] During the pacific war, the company mainly produced commercial vehicles for the Japanese military. Nevertheless, although initially being a prosperous company recording high annual growth rates, Japan's defeat in World War II. brought the flourishing business to an abrupt end. Just like for the country's overall industrial sector, overcoming the ill effects of the postwar period - with the war having destroyed almost the whole national economy - was not an easy process for the Japanese car makers as well. Since the early 1960s, however, the country's auto industry started to grow constantly, in particular because car manufacturers belonging to the Japanese auto industry were commissioned to supply army trucks to South Korea by the U.S. Federal Government during the Korean War between 1950 and 1953. This commission was an important precondition for the industry's recovery, and in particular for the quick revival of the Toyota Motor Corporation. [3]
2. Toyota - The company today
As mentioned before, the Toyota Motor Corporation today is the largest automobile manufacturer of the world and also Japan's largest corporation. [4] Besides its activities in the area of automobile manufacturing - which account for more than ninety percent of the company's overall business - Toyota also operates in the areas of industrial trucks, financial services, prefabricated houses, boat engines, IT and telecommunications as well as in biotechnology and forestry (Becker, 2006).
Over the last six decades, the company was able to increase its production of automobiles under the brand of Toyota from 155.000 in 1960 to 9.23 million cars in the year 2008. [5]
During the 1980s, Toyota clearly turned away from its traditional export strategy, starting to build manufacturing plants and R&D centers all over the world. Since that time, production and sales increases have mainly taken place outside of Japan. Today, Toyota follows a strategy of strong regional diversification with distribution channels in more than 140 countries and models and distribution channels differing from country to country. At present, Toyota's key market is North America, representing more than thirty percent of total sales (see figure 1).
(Figure 1: Toyota Sales by Region; Own illustration according to illustration source A)
III. Analysing Toyota's recipe for success - The Toyota Way
The fundamental reason for Toyota's success in the global marketplace lies in the so called "Toyota way". The Toyota Way is not only about technology and efficiency, it is about "Doing the right thing for the company, its employees, the customer and the society as a whole" (Liker, 2004).
In other words, the incredible success of the Toyota way is a direct result of operational excellence (Liker, 2004). Toyota has turned operational excellence into a strategic weapon. This operational excellence is only in part based on tools and quality improvement methods made famous by Toyota in the manufacturing world, such as JIT, Kaizen, and one-piece-flow. Although such techniques helped spawn the "lean manufacturing" revolution, tools and techniques are no secret weapon for transforming a business (Liker, 2004). Toyota's continued success at implementing this tools stems from a deeper business philosophy based on its understanding of people and human motivation. Its success is ultimately based on its ability to cultivate leadership, teams and culture, to devise strategy, to build supplier relationships, and to maintain a learning organization (Liker, 2004). In summary, the Toyota way can be described by using the following 4 P model - Philosophy, Process, People & Partners, and Problem solving (see figure 2). These four points will be analyzed in detail in the following chapters.
(Figure 2: A "4 P" model of the Toyota Way; Own illustration according to illustration source B)
1. Key success factors - The Toyota philosophy
"A corporate philosophy is the umbrella policy that guides all of the decisions and activities of the organization"
(Fred J. Borch, former CEO of General Electric) [6]
One of the fundamental reasons for Toyota being so successful in the global marketplace lies in its corporate philosophy. The corporate philosophy of a company can be defined as the set of rules and attitudes that govern the use of the companies resources [7] . In the Japanese culture, long-term orientation and long-term thinking plays an important role. This is shown in a very impressive way by Konosuke Matsushita's famous 250-year plan for the growth of his company, Matsushita Electric Industrial Company Ltd., which he expressed in the year 1932. [8]
At Toyota Motor Corporation, this basically means that management decisions are based on a long-term philosophy, even at the expense of short-term financial goals. To be more specific, the main ideas of Toyota's philosophy are to base management decisions on a "philosophical sense of purpose", to think long term, to have a process for solving problems, to add value to the organization by developing its people, and to recognize that continuously solving root problems drives organizational learning (Liker, 2004).
2. Key success factors - Processes
Besides this long-term oriented corporate philosophy, another success factor that enabled Toyota to become the world's most successful automobile company is its famous manufacturing method, the so called Toyota Production System (TPS). Both elements, Toyota's corporate philosophy and its special manufacturing method, are the double helix of Toyota's DNA. They define its management style and what is unique about the company (Liker, 2004). Nevertheless, one important question still remains: What makes the TPS so unique?
2.1 The Toyota Production System (TPS)
The evolution of the Toyota production system approach can be traced to the period immediately following the second world war when the economic outlook was uncertain and human, natural and capital resources were in limited supply. Against this background, the most important objective of the Toyota System has been to increase production efficiency by consistenly and thoroughly eliminating waste (Ohno, 1988). This concept developed between 1948 and 1975 by Toyota's former president Toyoda Kiichiro and later by Ohno Taiichi and Eiji Toyoda represents a highly efficient production system that is similar to that of Henry Ford several decades earlier, although Toyota's approach to both product development and distribution proved to be much more consumer-friendly and market-driven.
The main objective of TPS is to produce goods synchronously to customer requirements, thus designing out overburden (muri) and inconsistency (mura) and eliminating waste (muda) for instance caused by overproduction, unnecessary transports and waiting times (Ohno, 1988). In order to achieve these goals, the Toyota Production System makes use of five different methods that are illustrated in figure 3.
(Figure 3: The Toyota Production System; Own illustration according to illustration source C)
2.1.1 Synchronization and standardization of processes - Lean manufacturing
One of the greatest advantages of TPS is its strong focus on lean production. Lean production is aimed at the elimination of waste in any area of production including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand while producing top quality products in the most efficient and economical manner possible (Ohno, 1988).
In order to achieve these goals, Toyota pioneered and implemented several highly efficient strategies. For instance, during the 1970s Toyota invented Just-in-Time (JIT), an inventory strategy that strives to improve a businesses's return on investment by reducing in-process inventory and associated carrying costs, following the simple philosophy that inventory is waste. To meet its objectives, one of the primary tools of a JIT system are signals (jap. Kanban) between different points in the process, which tell production when to make the next part. Such signals maintain an orderly and efficient flow of materials throughout the entire manufacturing process, improving a manufacturing organization's return on investment, as well as quality and efficiency.
Closely linked to Toyota's JIT principle is the company's outstanding supply chain management, as the high efficiency and effectiveness of a JIT inventory system is heavily dependent upon the smooth co-ordination of a company's supplier network. Toyota as well as other Japanese car manufacturers are able to ensure such a smooth co-ordination and close and trustful cooperation with their suppliers through the so called keiretsu. A keiretsu is a traditional Japanese institution and can be defined as a set of companies with interlooking business relationships and shareholdings. In general, there are three different types of keiretsu (Miwa and Ramseyer, 2002):
Kigyo shudan - Horizontally diversified business groups
Seisan keiretsu - Vertical manufacturing networks
Ryutsu keiretsu - Vertical distribution networks
Today, Toyota is widely considered the biggest of the vertically-integrated keiretsu groups, with companies like the Denso Corporation - the world's second largest automotive components manufacturer - as well as 300 other component suppliers being more or less directly linked to the company.
In addition to JIT and an outstanding supply chain management, the high efficiency of Toyota's manufacturing plants is also due to a high level of standardization. For Toyota, standardized tasks and processes are the foundation for continuous improvement and employee empowerment. In this context, one of the most important principles for Toyota is to visualize standards to ensure that no problems are hidden. Included in this principle is the so called 5S Program comprising five steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment (see figure 4).
(Figure 4: The 5S Program; Own illustration according to illustration source D)
2.1.2 Avoiding errors
One of the most important aspects when working with a minimum stock of materials and JIT inventory systems is to ensure that each part entering the next step of the production process meets the highest possible quality standards. To meet this requirement, it is not enough to take samples. In fact, all employees working in production and logistics must be trained and sensibilized for this set of problems.
At Toyota, this is ensured by the so called Total Quality Management (TQM) approach. TQM is an integral management concept coined in the 1940s by W. Edwards Deming, an American statistician, professor and consultant. It can be defined as a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement. One of the principal aims of TQM is to limit errors to 1 per 1 million units produced (Hakes, 1994).
2.1.3 Improvement of the production lines
Another fundamentally important pre-condition for a highly efficient and effective production is the continuous improvement of the production line and the facilities. Only if the machinery and the equipment are at the forefront of technology and are working reliably without any defects and failures, it can be ensured that the machine uptime is predictable and the process capability is sustained, avoiding that the process must keep extra stocks to buffer against any uncertainties and that the flow through the process will be interrupted.
At Toyota, this in ensured through the application of Total Productive Maintenance (TPM). TPM is a proactive approach that essentially aims to prevent any kind of slack before occurrence and has been the first methodology Toyota used to improve its global position in the 1950s. According to the motto "zero error, zero work-related accident, and zero loss", in TPM the machine operators perform much, and sometimes all, of the routine maintenance tasks themselves. This auto-maintenance ensures appropriate and effective efforts are expended since the machine is wholly the domain of one person or team (Nakajima, 1995).
2.1.4 Employee training and qualification
At Toyota's production factories, the workpeople are seen as the most important factor within the whole production process. Toyota has understood better than anybody else that investing into employee training and qualification is the critical success factor in the battle for quality and costs. According to the understanding that continuous process improvement means continuous employee qualification, Toyota for instance offers trainings for its assembly-line workers in its own training centers to ensure that they are able to meet the company's standards before they start working at the actual assembly line. This procedure is aimed at avoiding frustration among the employees due to excessive performance requirements, thus guaranteeing a high level of commitment and motivation among the workforce.
2.1.5 Continuous improvement through Kaizen
Finally, the Toyota Production System is famous for the strict implementation of a continuous improvement process (CIP) referred to as Kaizen (jap. "improvement" or "change for the better"). In general, the term Kaizen describes the philosophy or the practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management. Its core principle is the self reflection of processes through intensive feedback with the purpose of identifying, reducing and eliminating suboptimal processes in order to raise overall efficiency. In addition, the emphasis of continuous improvement is on incremental, continuous steps rather than giant leaps.
Used in the context of the Toyota Production System, CIP has some sort of workshop character, describing an environment where all individuals - from the CEO to the individual assembly-line worker - work to improve all functions within manufacturing and all related processes. In addition, of fundamental importance is senior management's willingness to implement the findings of the CIP as well as to empower all employees to enable them to implement suggestions for improvement by themselves (Liker, 2004).
In summary, the outcome of Toyota's remarkable production system, based on a careful analysis of its own resources and competencies, in addition to the strict orchestration of these resources and competencies over time, can be clearly seen in the measures of productivity for lean versus non-lean automotive companies, as shown in figure 5.
(Figure 5: Output lean/ non-lean automobile manufacturers; Own illustration according to illustration source E)
2.2 The concept of re-engineering
In addition to the famous Toyota Production System, the concept of re-engineering has been another major factor for the success of Toyota. Re-engineering can be defined as the process of the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, service, and speed (Hammer and Champy, 1993). It combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace.
In the case of Toyota, one must just consider a Toyota model which is newly introduced into the market, but fails to impress the market. In this case, Toyota's next strategic step will be to re-engineer the model, which means completely altering the failed model using the same production facility, learning from the mistakes they made in the past. This method is for instance not practiced at General Motors and Ford. Once a GM or Ford model fails to reach market expectations, the whole manufacturing facility for producing the model will be scrapped and the employees are often pushed out of the company. However, this approach results in loosing the knowledge gained at great costs.
3. Toyota's key success factors - People and Partners
Besides its long-term corporate philosophy and state-of-the-art processes like TPS and the concept of re-engineering, another major success factor of Toyota is its highly effective and efficient human resource management system (Liker, 2004). For Toyota, human resources is the cornerstone for a high level of employee loyalty and commitment to quality. The underlying principle is that a workplace with high morale and a high level of job satisfaction is more likely to produce reliable, high-quality products at affordable prices.
In contrast to other car manufacturers like GM or Ford, Toyota has managed to create an organizational culture that strengthens employee motivation and encourages their participation, which is an essential precondition for the functioning of the TPS. For instance, in Toyota factories group activities are promoted among the shop-floor team members. In addition, the knowledge base of all employees is used to improve equipment reliability and productivity, thereby lowering maintenance and operating costs.
In general, Toyota's human resource management aims at growing leaders who live the Toyota philosophy and to respect, develop and challenge its people, teams and partners (e.g. suppliers).
4. Toyota's key success factors - Problem Solving
Finally, the top of the pyramid of Toyota's success is characterized by the willingness for problem solving and continuous improvement and learning which is deeply-rooted in the Toyota culture (Liker, 2004). And this does not only imply the process of continual organizational learning through Kaizen as mentioned before under point 2.1.5. In fact, this also results in the belief that one always has to see for himself in order to thoroughly understand the situation (jap. Genchi Genbutsu), and that making decisions slowly by consensus, thoroughly considering all options, is the key for sustainable problem solving and long-term business success.
IV. Identifying Toyota's competitive advantages in the automotive industry
1. The VRIO framework
In the previous remarks, the aim was to take a closer look at potential factors that enable Toyota to be as successful in the global automotive industry by analyzing several famous and much-admired aspects of the company's operations. Nevertheless, the question still remains whether these described factors can really be identified as competitive advantages and can therefor be seen as the underlying drivers for Toyota's long-term success.
In order to answer this question, the VRIO framework, an internal tool of analysis in the context of businesses, can be applied. VRIO is an acronym for a four question framework that can be asked about a resource or capability to determine its competitive potential: The question of value, the question of rarity, the question of imitability, and the question of organization (Barney and Delwyn, 2007). In this context, valuable means that the resource or capability enables a company to implement strategies that improve its efficiency and effectiveness. Rare means that the resource or capability is valuable and not typical for the other competitors in the industry. The question of imitability asks whether the resource or capability is difficult to imitate, and whether there will be significant cost disadvantages to a company trying to obtain, develop, or duplicate it. Finally, the question of organization means whether or not a company is organized, ready, and able to exploit the resource or capability.
Considering this theoretical background of the VRIO framework and the fact that a competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors, it can be concluded that Toyota's philosophy, its unique continuous improvement process as well as its highly effective and efficient HR management system and the deeply-rooted problem solving culture are truly sustained competitive advantages and for that reason essentially contribute to Toyota's leading position in the global automotive industry (see illustration provided by figure 6).
(Figure 6: The VRIO Framework; Own illustration according to illustration source F)
2. Conclusions for Toyota's Corporate Strategy
Based on its strong resources and capabilities, Toyota has managed to become the most efficient automobile manufacturer in the world, with the highest overall productivity. In addition, these competitive advantages allowed Toyota as one of only very few automobile manufacturers to successfully implement a strategy that may in fact be the true basis for Toyota's global success: The strategy of the best-cost provider.
According to Michael Porter, a company can choose one of four generic business strategies that can be adopted in order to outperform rivals within an industry: The overall low-cost provider strategy, a broad differentiation strategy, a focused low-cost strategy, and the focused differentiation strategy. In addition, according to the prevailing view, companies have a fifth strategic option by choosing the so-called best-cost provider strategy (Thompson, Strickland and Gamble, 2007) (see figure 7).
(Figure 7: Generic Competitive Strategies; Own illustration according to illustration source G)
The five strategies relate to the extent to which the scope of a businesses' activities are narrow versus broad and the extent to which a business seeks to differentiate its products. In this context, the differentiation and cost leadership strategies seek competitive advantage in a broad range of market or industry segments. By contrast, the differentiation focus and cost focus strategies are adopted in a narrow market or industry. Finally, the best-cost provider strategy strives to give customers more value for the money by combining an emphasis on low cost with an emphasis on upscale differentiation (Thompson, Strickland and Gamble, 2007).
In this context, the Toyota Motor Corporation has successfully managed to combine a cost leadership and a differentiation strategy, creating superior value by meeting or beating customer expectations on product attributes and beating their price expectations. As mentioned and analysed before, Toyota's production is reportedly the most efficient in the world, and that efficiency allows the company to follow a strict low cost strategy in the global car industry. At the same time, over the last decades Toyota has also started to differentiate its cars from those of rivals on the basis of superior design and quality. This superiority allows the company to charge a premium price for many of its popular models, with the Toyota Prius representing only one of many other examples.
V. Final Conclusions
Although the Toyota Motor Corporation and its incredible success story over the past seventy years have very often been subject to excited discussions and analyses in the press and in academic literature, at the present time the company rather makes negative headlines. Having suffered from the impacts of the global financial and economic crisis, in May 2009 the company reported an operating loss of 461 billion Yen (4.7 billion US dollars) for the fiscal year 2009 that ended 31 March 2009, expecting a further operating loss of 850 billion Yen (8.6 billion US dollars) for fiscal year 2010 (ending 31 March 2010). In addition, Toyota reported that its consolidated car sales in fiscal year 2009 totaled 7.57 million units, a decrease of 1.34 million units (or minus 17.7 percent) from the last fiscal year. [9]
However, besides these financial challenges, Toyota recently also faces severe quality problems: In January 2010, the company had to recall more than 2.3 million cars in the USA and about 1.8 million cars in Europe due to problems with locked accelerator pedals. In addition, the US-based production and sale of popular Toyota models like the Auris, Avensis, the Corolla and the Camry had to be stopped temporarily. According to estimations, the recall might cost Toyota about 150 million Euro, not including potential punitive damages as a consequence of the present flood of lawsuits, which finally may cause costs amounting up to three billion US dollars. Furthermore, in February 2010 Toyota had to announce another global recall of more than 437.000 units of its Prius model due to technical difficulties with the breaking system. Without doubt, this will cause additional costs and will further damage Toyota's tarnished quality image.
Some experts say that one reason for Toyota's present problems might be that the company is growing more quickly than its ability to transplant its unique culture to foreign markets. According to these experts, Toyota, which has expanded into a vast international group within the last two decades, often simply exports its manufacuring and management methods to its 200.000 workers at 27 plants overseas without always taking the time to explain the ideas behind them. In this context, Hirofumi Yoko, a former Toyota accountant who is now an auto analyst at CSM Worldwide in Tokyo, stated: "If Toyota can't infuse its philosophy and its obsession for craftmanship into its workers all over the globe, these quality problems will keep happening." [10]
Nevertheless, besides these present problems, Toyota is still clearly the epitome of an automotive success story. Reacting to the recent problems, the company has established additional global training centers for its workforce and managerial staff to ensure that the "Toyota Culture" is lived in the same way all over the world. For that reason and based on its unique corporate philosphy, its impressive production system as well as its highly efficient and effective supply chain and human resource management resulting in sustained competitive advantages, it is without doubt that Toyota will sooner or later overcome the present problems and defend its position as the world's leading automotive manufacturer by being able to offer its customers more value for the money than any other global automobile company can do.


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Size450 m²
Floor No.2
- Family/child friendly
- Internet/WiFi
- Kitchen
- Washer/dryer
- Parking available
- Pool
- Balcony/terrace
Accommodation summary
Address | Carretera s'Aranjassa-Llucmajor, 07199 Palma de Mallorca, Spain |
Property type | Holiday home |
Property ID | 687C92BV |
Acceptance rate | 95% |
Response time | A few hours |
Calendar updated | Today |
The two-storey house with a size of 450 m2 offers 6 bedrooms and space for 12 persons. 4 bedrooms are located on the 1st floor and count with ceiling fans. One of them has access to the terrace with panoramic views. This terrace is not furnished. The other 2 bedrooms on the ground floor count with a bunk bed and one double bed. 5 bedrooms come with bathroom en suite. There is a 6 bathroom with shower on the ground floor.
The whole villa emits a warm flair and it is tastefully decorated. The dining- living area is the perfect corner to read a book, watch television, listen to music or surf on the internet. There's a fireplace for cold autumn and winter nights in the living area. Furthermore, the room comes with a ceiling fan. The kitchen is fully equipped. We installed a games room on the basement level with a billiard table and a gambling machine. On clear days you can see the whole Bay of Palma from the 1st floor.
In front of the house you will find the private salt water pool with a size of 9 x 5 meters. There is a fence around the pool to protect the youngest ones against falling into the pool. All sun lovers of you will find 10 sun beds to enjoy the Majorcan sun. Furthermore there are 2 big sun shades in the garden. The lawn measures about 200 m2 so you have enough space to bask in the sun. There's a BBQ for your garden parties. The barbecue zone is located in the annex of the house. There you will find a kitchen and a table and seats as well. You can access the barbecue house from the main house or the garden. You can park your car in the patio.
The house is located in the small urbanization S'Aranjassa, about 15 km from the capital Palma. There are direct neighbours but the house and its installations are completely private. You reach the centre of Palma in about 15 minutes driving by car. Don't miss to visit the Cathedral of Palma and the gardens of "Parc de la Mar", next to the Cathedral. Take a walk through the small cobbled streets of the centre and discover the past of Palma. If you love arts you will find lots of exhibitions and arts galleries there. The big night clubs are located at the Paseo Marítim, at the harbour, but don't forget to visit the nice bars and pubs in the centre. A wide range of restaurants and cafés invite you to try the local specialties. 3 km from the city you find the Castle "Castell de Bellver". In 1300 they started with the construction of the castle by order of King Jaime II. During a few years, the building was used as a military jail. Today, lots of visitors enjoy every year the lovely views from the castle over the Bay of Palma.
In 10 – 15 minutes by car you will find the sand beach Playa de Palma. This lively area offers lots of leisure activities, bars, restaurants, shops, nightlife and much more. You could go there also by bus.
Note: We don't accept groups of people under 20 years old. We need copies of the passports of all guests to accept the booking.
Beach Palma: 6 km
Palma city centre: 15 km
Ferry (Palma): 16 km
Train station (Palma): 16 km
Restaurant / Bar / Supermarket / Pharmacy: 5 km
Golf course (Arabella): 9 km
Hospital: 19 km
Airport: 10 km
House rules
Check-in: 4 pmCheck-out: 10 am
Very late check-in (from 24 pm) has an extra cost of 50 €
Damage deposit: 500.00EUR
Heating (January - December): 1.10EUR/Liter (optional)
Electricity (January - December): 0.25EUR/KW (mandatory)
Details |
Check-in After | 16:00 |
Check-in before | On arrangement |
Check-out Before | 10:00 |
Cancellation Policy |
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Everything was perfect. Nice Finca and good communication.
We was very satisfied with the house. One interesting things, was that the stove was heatest on number 1 in stead of 6! It´s takes two days to get that information.
Will strongely recommended the house.
Kindly Regards
Ulla Qvickstrom
Stockhollm, Sweden
Very nice apartment. Very good taste with furniture, paintings and sculptures. Aircon in every bedroom. Nice balcony to view the streetlife even if it can get noisy due to buses and busstops which was close. Close to beach, bakery and supermarkets.
The only really downside was the noise from restaurants which affects two of the three bedrooms. The windows are not that good as silencer. But what else to expect from such a central position?
Mascara is a lovely apartment, ideal location and comfortable. However we weren't happy with the way the water system was set up, there was never enough hot water for all of us to shower/bath so we would end up with it freezing cold. This is the only gripe and would stay again as long as this was rectified.
The host cancelled the booking, this review is automated.
The house is very very nice. There's all, inside it, but not the hair dryer..
You will find an air conditioner and all modern appliances.
The bathroom and the kitchen are perfect and new.
The double bed is new but it's a small size and not much confortable. In the bedroom, there's not an air conditioned or a ventilator, while you will find both in the kitchen.
The district is quiet
A very great, detailed and tastefully furnished Finca. Nice owner, great stay. Many Thanks
Eine sehr tolle, detailreiche und geschmackvoll eingerichtete Finca. Nette Vermieter, toller Aufenthalt. Vielen Dank
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Here is the second track off of John Lennon's audiobiography.
2 Truly Inspired
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You are currently reading "Truly Inspired by John Lennon"
Published: 24.08.2010 / 12:02 PM
Category: John's Story,Media,Reality Recordings
Tags: john lennon, John's Story, truly inspired
How 'The X-Files' Was Accidentally Reborn as Right Wing Propaganda | Motherboard
My wife just started working for this company that lets designers create their own custom clothing lines. They've just launched a contest for folks to win one of their designs, so I thought I'd help my wife out by spreading the word. We just got the first dresses for our friend in the Mel (in the pic above) and the quality is really awesome! Like, it's legit quality fabric. Also got a backpack and the quality was really nice for that one, too. Like not Zazzle quality bullshit, but the real deal McNeal! The pic is by my wife, @daniellematich


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Lutens > L'Artisan > Comme des Garcons > Chanel
Thread: The BEST Fragrance House |
Lutens > L'Artisan > Comme des Garcons > Chanel
***My favourite from my collection***
-------- Amouage: Tribute Attar, Jubilation XXV, GoldMan
------ Serge Lutens: Chêne, Tubéreuse Criminell, Ambre Sultan
-------- Les Exclusifs de Chanel: Sycamore, Coromandel
------ Tom Ford Private Blend: Noir de Noir, Tobacco Vanille
------- Hermès: Terre D'Hermès Parfum, Ambre Narguilé
------ EDP Frederic Malle: Carnal Flower
-------- Neela Vermire Creations: Trayee
------ Parfum MDCI: Invasion Barbare
Chanel, Thierry Mugler, YSL
Although they are way too expensive for me, I would have to say Frederic Malle. Never encountered one I hated plus it smells of high quality to me.
Designer: Either Cartier, Hermès, or CHANEL
Niche: Either Creed, Amouage or Frederic Malle
For me it would most definitely be Creed. Not only because they have some wonderful frags, but because the lineup is vast and diverse. I could easily give up all other houses, and have something from Creed to choose for a variety of settings - casual, sporty, dressy, formal, office settings, and the list goes on.
In using an automobile analogy, I would say it's not necessarily the Rolls of scent (maybe Amouage or Clive?), but certainly Benz, due to a good combo of quality and quanitity.
Designer: YSL, Loewe, Guerlain, Dior, Chanel, Caron
Niche: Knize, Hugh Parsons, ADP, Penhaligons
best house? YSL or Guerlain
best house name? Tokyo Milk!
Thierry Mugler is closing fast on YSL, Chanel and Dior
Guerlain without hesitation.
Chanel for quality
Serge Lutens for philosophy and vision
I find I have favorite fragrances, and favorite types of fragrances, but not a favorite or "best" house.
Many houses hold favorites for me, many houses also hold fragrances that are huge disappointments.
too many to mention and, after all, I believe the concept of "the best" is a bit silly. There are great fragrances everywhere, as well as awful ones...
1. Chanel
2. Creed
3. Hermes
What a deceptively simple yet infinitely complicated question...lol. Gosh, I really respect Guerlain and Creed and I really like YSL and Caron. L'Artisan is awesome, as is Chanel.....dang!!
so I'll say........
I would say Le Labo is my fave, except, they really piss me off with the overpriced city exclusive , elitist crap,
Amouage is numero uno in my book.
CHRISTIAN DIOR is my favourite ! My signature scent is Fahrenheit 32, But I also used Fahrenheit, Dior Homme, Dior Homme Sport, Dune, and Eau sauvage
1. Creed
2. Tom Ford
3. Bond No. 9
4. Chanel
5. Frederic Malle
Current Winter Favorites:
1. House of Matriarch - Blackbird
2. Brückner - Aoud 1
3. Stéphane Humbert Lucas 777 - Generation Man
4. Xerjoff - Wabar
5. Creed - Royal Oud
6. Ormonde Jayne - Black Gold
7. Armani Privé - Oud Royal
8. Stéphane Humbert Lucas 777 - Mortal Skin
9. by Kilian - Straight to Heaven
10. Creed - Royal English Leather
I like Armani because they make great fragrances that are manly, yet are not 80s powerhouses.
Second place = Lalique
What a great diversity of opinion!
I will just say as far as designers go it's YSL and Guerlain at the top and Dior and Chanel just behind (for me)
Oops, I have to put Givenchy on the second place podium too.
Serge Lutens
Tom Ford
It would be between Thierry Mugler and YSL
In all honesty, I would go with YSL. TM seems like a big time gourmand house, whereas YSL seems to be very diverse.
Fair enough
Still, some houses are more consistent than others in putting out truly well made fragrances.
My vote for Guerlain, it is on a league of its own. Hard to beat masterpieces like Apres l'Ondee or Shalimar.
And runner up is Hermes: I find their releases very... consistent. Having a in house nose is probably a winning point, and Ellena is a true artist.
À l'air libre les oiseaux ont eux aussi le vertige (camille)
-------- Guerlain
historically, I would say Guerlain.
As far as which house has the most fragrances I like, DIOR


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Thread: A complicated search
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- Dec 2008
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A complicated search
What is the fatest way for searching for a database with million of records?
I have two goals:
Code:rs.open "select count(*) as keywords.word from keywords WHERE keywords.Word IN (select economics.bodytext from economics where economics.indexid = keywords.indexid) and keywords.Word IN ('" & StrKeyword & "')) ", conn
1. Not a list of keywords found at economics.bodytext, but the keyword found together their frequency.
2. The images of the database
3. The url que inspirated me to do that program:
It is impressive the speed of their search!
I can tell you how a company named Dialog did this, back in the late 1980s, early 1990s, when computers were many times slower than they are now.
They created a custom database engine. With a specially designed way of storing the data.
You won't do this with a standard relational database, especially things such as "find these two words within 7 words of each other."
Oh, you might base it on a relational database, but you will have first pre-parsed all the text into a very specialized format. (For example, you might store a words such as "scaring" as "scare" root word and "scaring" as the variant. Which means you need a dictionary that gives you the root word of non-standard variants. "goose" as the root word of "geese", etc.)
You will certainly never do it using the IN ( ... ) operator or even using LIKE '%goose%'.
Again, you break each document into its component words, with each word cross indexed to its root word and with its word number in the document (so you can see if two words indeed have word numbers within 7 [or whatever] of each other).
And and and and...
In short, you break the problem down to its root components and then build back up to where you can construct a needed answer to a request.Be yourself. No one else is as qualified.
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Very interesting answer.
Find data in database requires special techniques indeed. I was thinking in the logic of that system.
I am surprised with your advice regarding the SQl wildcards "IN" and "Like".
Thank you for all
Just for starters, using LIKE will only tell you if *TEXT* exists that exactly matches what you are searching for. So you might get false positives (e.g,, you are looking for "SPREAD" and LIKE finds WIDESPREAD and BEDSPREAD and...) and you won't know how many times the word appears in the text.
And quite frankly I can't think of any reasonable way to use IN(...), at all. Certainly that query you postulated in the first post makes no sense. Look at the essence of it:
Code:... keywords.Word IN ( economics.bodytext ) ...
Be yourself. No one else is as qualified.


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Collect bananas and other fruit while battling nasty monkeys and big bad bosses. Darwin the Monkey is a fun-loving platform game with a great jungle adventure. With 30 handcrafted levels and 6 varied gameplay types, Darwin the Monkey is sure delight you with it`s lighthearted family friendly gameplay and beautifully rendered graphics.
Use Coupon: NEW299
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Angels Flight
Angels Flight Railway (Sinai and Olivet)
Angels Flight in November 2008
Location | Hill Street, Los Angeles, California |
Coordinates | 34°3′4.82″N 118°15′0.76″W / 34.0513389°N 118.2502111°WCoordinates: 34°3′4.82″N 118°15′0.76″W / 34.0513389°N 118.2502111°W |
Built | 1901 |
Architect | Merceau Bridge & Construction Co.; Train & Williams |
Architectural style | Beaux-Arts, and other. |
NRHP Reference # | 00001168 |
Significant dates | |
Added to NRHP | October 13, 2000[2] |
Designated LAHCM | August 6, 1962[1] |
Angels Flight is a landmark 2 ft 6 in (762 mm) narrow gauge[3] funicular railway in the Bunker Hill district of Downtown Los Angeles, California. It has two funicular cars, Sinai and Olivet, running in opposite directions on a shared cable on the 298 feet (91 m) long inclined railway.[4]
The funicular has operated on two different sites, using the same cars and station elements. The original Angels Flight location, with tracks connecting Hill Street and Olive Street, operated from 1901 until it was closed in 1969, when its site was cleared for redevelopment.
The second Angels Flight location opened one half block south of the original location in 1996, with tracks connecting Hill Street and California Plaza.[4] It was shut down in 2001, following a fatal accident, and took nine years to commence operations again. The railroad restarted operations on March 15, 2010.[5] It was closed again from June 10, 2011, to July 5, 2011, and then again after a minor incident on September 5, 2013. The investigation of this 2013 incident led to the discovery of potentially serious safety problems in both the design and the operation of the funicular. [6][7] Before the 2013 service suspension, the cost of a one-way ride was 50 cents (25 cents for Metro pass holders). Angels Flight service has been suspended since that time. In March 2017 an announcement was made that the line would be reopened later in the year after safety enhancements are completed.
Although it was marketed primarily as a tourist novelty, it was frequently used by local workers to travel between the Downtown Historic Core and Bunker Hill. In 2015, the executive director of the nearby REDCAT arts centre described the railroad as an important "economic link", and there was pressure for the city to fund and re-open the railroad.[4]
The original Angels Flight[edit]
Built in 1901 with financing from Colonel J.W. Eddy, as the Los Angeles Incline Railway, Angels Flight began at the west corner of Hill Street at Third and ran for two blocks uphill (northwestward) to its Olive Street terminus. Angels Flight consisted of two vermillion "boarding stations" and two cars, named Sinai and Olivet, pulled up the steep incline by metal cables powered by engines at the upper Olive Street station. As one car ascended, the other descended, carried down by gravity.[8][9][10][11] An archway labeled "Angels Flight" greeted passengers on the Hill Street entrance, and this name became the official name of the railway in 1912 when the Funding Company of California purchased the railway from its founders.[12]
The original Angels Flight was a conventional funicular, with both cars connected to the same haulage cable. Unlike more modern funiculars it did not have track brakes for use in the event of cable breakage, but it did have a separate safety cable which would come into play in case of breakage of the main cable. It operated for 68 years with a good safety record.[13]
During operation in its original location, the railroad was owned and operated by six additional companies following Colonel Eddy. in 1912 Eddy sold the railroad to Funding Company of Los Angeles who in turn sold it to Continental Securities Company in 1914. Robert W. Moore and engineer for Continental Securities purchased Angels Flight in 1946. In 1952 Lester B. Moreland and Byron Linville a prominent banker at Security First National Bank purchased it from Moore and the following year Lester B. Moreland's family purchased Byron Linville's interest in the Railway, becoming sole stockholder. In 1962 the city forced Moreland to sell though condemnation and the city's redevelopment agency hired Oliver & Williams Elevator Company to run it until it was shut down on May 18, 1969. The following day the dismantling began and the cars were hauled away to be stored in a warehouse. The railroad's arch, station house, drinking fountain, and other artifacts were taken to an outdoor storage yard in Gardena, California. [[1]]
The only fatality that involved the original Angels Flight occurred in the autumn of 1943, when a sailor attempting to walk up the track itself was crushed beneath one of the cars.[12]
In November 1952, the Beverly Hills Parlor of the Native Daughters of the Golden West erected a plaque to commemorate fifty years of service by the railway.
- The plaque reads:
— Built in 1901 by Colonel J.W. Eddy, lawyer, engineer and friend of President Abraham Lincoln, Angels Flight is said to be the world's shortest incorporated railway. The counterbalanced cars, controlled by cables, travel a 33 percent grade for 315 feet. It is estimated that Angels Flight has carried more passengers per mile than any other railway in the world, over a hundred million in its first fifty years. This incline railway is a public utility operating under a franchise granted by the City of Los Angeles. —[14]
In 1962, at its first meeting, the city's new Cultural Heritage Board designated Angels Flight a Los Angeles Historic-Cultural Monument (No. 4), along with four other locations. Los Angeles was early in enacting preservation laws, and the first sites chosen each were "considered threatened to some extent," according to the history of the board, now the Cultural Heritage Commission.[1]
The railway was closed on May 18, 1969[15][16][17] when the Bunker Hill area underwent a controversial total redevelopment which destroyed and displaced a community of almost 22,000 working-class families renting rooms in architecturally significant but run-down buildings, to a modern mixed-use district of high-rise commercial buildings and modern apartment and condominium complexes. Both of the Angels Flight Cars, Sinai and Olivet were then placed in storage at 1200 S. Olive Street, Los Angeles. This was the location of Sid and Linda Kastner's United Business Interiors. At this location the Kastners maintained a private museum "The Bandstand". The Bandstand featured antique coin-operated musical instruments where one of the cars (Sinai) was on display in the museum. Olivet was stored in the garage of the building. They were stored at this location for 27 years at no charge in anticipation of the railway's restoration and reopening, which according to the city's Redevelopment Agency, was originally slated to take place within two years.
After being stored for 27 years, the funicular was rebuilt and reopened by the newly formed Angels Flight Railway Foundation on February 24, 1996, half a block south of the original site.[18] Although the original cars, Sinai and Olivet, were used, a new track and haulage system was designed and built, a redesign which had unfortunate consequences five years later. As rebuilt, the funicular was 91 meters (298.6 feet) long on an approximately 33-percent grade.
Car movement was controlled by an operator inside the upper station house, who was responsible for visually determining that the track and vehicles were clear for movement, closing the platform gates, starting the cars moving, monitoring the operation of the funicular cars, observing car stops at both stations, and collecting fares from passengers. The cars themselves did not carry any staff members.[13] Angels Flight was added to the National Register of Historic Places on October 13, 2000.
2001 accident[edit]
On February 1, 2001, Angels Flight had a serious accident that killed a passenger, Leon Praport (age 83), and injured seven others, including Praport's wife, Lola. The accident occurred when car Sinai, approaching the upper station, reversed direction and accelerated downhill in an uncontrolled fashion to strike car Olivet near the lower terminus.[13]
The National Transportation Safety Board (NTSB) conducted an investigation into the accident and determined that the probable cause was the improper design and construction of the Angels Flight funicular drive and the failure of the various regulatory bodies to ensure that the railway system conformed to initial safety design specifications and known funicular safety standards. The NTSB further remarked that the company that designed and built the drive, control, braking, and haul systems, Lift Engineering/Yantrak, is no longer in business and that the whereabouts of the company's principal is unknown.[13]
Unlike the original, the new funicular used two separate haulage systems (one for each car), with the two systems connected to each other, the drive motor, and the service brake by a gear train; it was the failure of this gear train that was the immediate cause of the accident since it effectively disconnected Sinai both from Olivet's balancing load and from the service brake. There were emergency brakes that acted on the rim of each haulage drum, but due to inadequate maintenance, the emergency brakes for both cars were inoperative, which left Sinai without any brakes once its physical connection to the service brake was lost. Contrary to what might be expected, the new funicular was constructed with neither safety cable nor track brakes, either of which would have prevented the accident; the NTSB was unable to identify another funicular worldwide that operated without either of these safety features.[13]
Records indicate that the emergency brake had been inoperative for 17 to 26 months due to the fact that a normally closed hydraulic solenoid valve had been placed in a location where the design called for a normally open valve and that its ill fitted solenoid was burned out.
During the 17 to 26 months that the emergency braking system was not operating, the braking system was tested daily, but since the service brake and emergency brake were tested simultaneously, there was no way to tell if the emergency brake was functioning without looking at the brake pads or hydraulic pressure gauges during the test. The test was always performed with the Sinai car traveling uphill, which meant that when the power was cut and the brakes applied (as part of the test), Sinai's momentum caused the car to continue moving uphill a short distance (slackening the cable) and then to roll back from gravity, jerking the cable tight.
If the emergency brakes had been functional, they would have caught Sinai when the cable snapped tight, but without the emergency brakes, the force of the jerk caused by the daily test was directed through the spline (the part that failed) and to the service brake. In addition, it was found that the original design called for the spline to be made of AISI 1018 steel on one drawing and of AISI 8822 steel on a different drawing, but it is unlikely that this ambiguity in the design contributed to the accident.[19] However, regular analysis of gear box oil-samples was discontinued in May 1998, despite the fact that the company performing the tests recommending that the rising particulate level in the oil samples warranted the test occurring more frequently.[13] The continued rising particulate level may have been in part caused by unusual wear of the splines. Continued testing could have resulted in an inspection to locate the cause of the unusual wear.
Besides the design failures in the haulage system, the system was also criticised by the NTSB for the lack of gates on the cars and the absence of a parallel walkway for emergency evacuation. The funicular suffered serious damage in the accident.
The death and injuries could have been avoided if any one of the following had taken place:[19]
- The 1996 renovation had included installing track brakes or safety cables.
- The biannual oil analysis tests had not been discontinued in May 1998 (which would have shown rising levels of particulate material in the oil and may have caused a full inspection of the system to take place).
- A single haulage system, similar to the first Angels Flight, had been used rather than the system that had separate cables for each car.
- The emergency brake hydraulic solenoid valve had been installed according to the design (as normally open). But if the brake fluid had been changed as instructed in the maintenance manual, this would not have happened.
- The technician installing the solenoid had obtained a properly fitting part when discovering the solenoid did not properly fit the valve, instead of forcing it in with a tool (the installed valve was a newer design, for which the older solenoid was dimensionally incompatible, and tool marks on the solenoid show that it was forced in).
- The daily brake test had included testing the service brake and emergency brake separately instead of testing them simultaneously (which made it impossible to confirm that they were both working).
- The daily brake test procedure had included looking at the brake pads and the hydraulic pressure in the emergency brake system to confirm it was operating.
- The pressure gauges for the hydraulic brake systems had been placed on the operator's control panel instead of in the equipment cabinet.
- The daily brake test had involved applying the brakes more gradually so that the up-hill-bound car would not have the momentum to produce slack in the cable and roll backwards, jerking the cable tight.
- The splines (the part that failed) had been designed to be extraordinarily strong to withstand the excessive force that occurred when the brake test was performed and the emergency brake was inoperative (which resulted in the force of the cable being pulled tight to be directed to the service brake through the splines, rather than to the emergency brake which was before the splines).
On November 1, 2008, both of the repaired and restored Angels Flight cars, Sinai and Olivet, were put back on their tracks and, on January 16, 2009, testing began on the railway.[20][21] On November 20, 2009, another step in the approval process was achieved.[22] On March 10, 2010, the California Public Utilities Commission approved the safety certificate for the railroad to begin operating again.[23][24]
The new drive and safety system completely replaced the system which was the cause of the fatal 2001 accident. Like the original Angels Flight design and most traditional funicular systems, the new drive system incorporates a single main haulage cable, with one car attached to each end. Also like the original design, a second safety cable is utilized. To further enhance safety, unlike the original design, each car now has a rail brake system, as a backup to the main backup emergency brakes on each bull-wheel. Another added safety feature is an independent evacuation motor to move the cars should the main motor fail for any reason.[25]
Reopening and temporary closing[edit]
Angels Flight reopened to the public for riding on March 15, 2010. The local media covered the event with positive interest.[26] Only a month after re-opening, Angels Flight had had over 59,000 riders.[27] It connected the Historic Core and Broadway commercial district with the hilltop Bunker Hill California Plaza urban park and the Museum of Contemporary Art - MOCA. The cost of a one-way ride at that time was 50 cents, 25 cents with TAP card.
On June 10, 2011, the California Public Utilities Commission ordered Angels Flight to immediately cease operations due to wear on the steel wheels on the two cars. Inspectors determined that their fifteen-year-old wheels needed replacing.[28] It reopened on July 5, 2011, after eight new custom-made steel wheels were installed on the two cars.[29]
2013 accident[edit]
On September 5, 2013, one car derailed near the middle of the guideway. One passenger was on board the derailed car, and five passengers were on board the other car. There were no injuries. Passengers had to be rescued from the cars by firefighters. The brake safety system had been bypassed with a small tree branch.[4][7][30]
The National Transportation Safety Board determines the probable cause of the September 5, 2013, accident was the intentional bypass of the funicular safety system with Angels Flight management knowledge; and Angels Flight management continuation of revenue operations despite prolonged, and repeated, unidentified system safety shutdowns. — National Transportation Safety Board , Railroad Accident Brief [7]
The NTSB also noted a problem with the basic design: "The car body and the wheel-axle assembly are not articulated." The passing section of the track involves a short turning section which allows the cars to pass each other. The axles do not turn to follow the track, resulting in the wheel flanges grinding against the rail, causing excessive wheel wear. This problem, combined with safety system problems which caused unwanted track brake deployment, resulted in a derailment.[7] Angels Flight remains closed pending resolution of all these problems.
Announced Reopening[edit]
On March 1, 2017, it was announced by Los Angeles Mayor Eric Garcetti that Angeles Flight could be working again by Labor Day 2017.[31] The reopening will be made possible after safety upgrades are made to the doors of the cars and an evacuation walkway is added to the track. These enhancements will be made by ACS Infrastructure Development through an agreement with Angles Flight Railway Foundation in exchange for a share of the funicular's revenue over the next three decades. At the time of the announcement, officials said that the cost of the repairs and value of the contract were confidential
In arts and popular culture[edit]
- Angel's Flight is the title of a famous 1931 oil painting by Millard Sheets that hangs as part of the permanent collection in the Los Angeles County Museum of Art. It shows two young women on the funicular's upper platform looking down on the nearby houses of Third Street, but the funicular cars themselves are out of the frame.
Film and video[edit]
- Angels Flight debut on film was probably Good Night, Nurse! (1918), but it got its first real close-up in a 1920 one-reel comedy of errors, All Jazzed Up.
- Angels Flight appears in the 1947 movie The Unfaithful. Actress Marta Mitrovich rides it from top to bottom at about the 24 minute mark of the movie.
- Angels Flight is seen during a street chase scene in the 1948 film Hollow Triumph. Paul Henreid's character kicks the man chasing him off the back of the car as it ascends.
- Angels Flight is featured in a 20-second sequence showing the two cars passing in the film Night Has a Thousand Eyes (1948).
- Angels Flight is seen through the windows a couple of times during the 'planning' scene in the noir film Criss Cross (1949).
- Angels Flight features in the 1952 crime thriller The Turning Point, with William Holden and Alexis Smith taking a ride up it to follow a lead.
- Angel's Flight is seen in a 1953 TV episode of Boston Blackie called "Death Does a Rhumba".
- In Cry of the Hunted (1953), Jory (Vittorio Gassman), a prisoner being transported, escapes and rides the Angels Flight to evade capture.
- Angels Flight appears in The Glenn Miller Story (1954). Early in the film when Miller (James Stewart) visits a pawn shop on Clay Street, the adjacent Angels Flight is clearly visible.
- Angels Flight appears in the 1955 film Kiss Me Deadly at about 55'45", as Ralph Meeker (Mike Hammer) drives under it to park and visit one of the old Bunker Hill mansions which had been turned into a flophouse and in which a "person of interest" in his case resides.
- Angels Flight appears in the 1956 film Indestructible Man at about 40'00". Lon Chaney Jr. rides up to Olive Street and the Hillcrest Hotel. Marian Carr later rides down to Hill Street. In one scene, you can barely make out a sign showing the cost to ride Angel's Flight is "ROUND TRIP OR TWO RIDES - 5 CENTS" and "30 RIDE BOOK - 50 CENTS".
- The 1956 Kent Mackenzie short film Bunker Hill: A Tale of Urban Renewal features Angels Flight.
- Angels Flight is seen several times in the 1961 Kent Mackenzie film The Exiles, which dramatizes the lives of several real Native Americans living on Bunker Hill in 1958 (when the film was shot). The DVD of The Exiles also includes the 1956 Kent Mackenzie short film Bunker Hill: A Tale of Urban Renewal and the 1969 short film, The Last Day of Angels Flight..
- In 1963 the railway appeared in the cult trash horror classic The Incredibly Strange Creatures Who Stopped Living and Became Mixed-Up Zombies, where one of the characters walks up the hill alongside the tracks.
- Angel's Flight is a low-budget 1965 film noir about a Bunker Hill serial killer, shot on and around Angels Flight in both the downtown and Bunker Hill neighborhoods.
- There is a scene shot on the railway in They Came to Rob Las Vegas released in 1968.
- The only color episode of the original Perry Mason TV series, the February 1966 episode "The Case of the Twice-Told Twist", has a brief scene in the opening act, where Perry Mason (Raymond Burr) and secretary Della Street (Barbara Hale) ride Angels Flight.
- There is a brief shot of the Angels Flight in the introduction of the January 1969 Dragnet episode "Narcotics DR-21".
- Edmund Penney's 15-minute documentary from 1969, Angels Flight Railway, features footage shot in 1965 and during the funicular's last days in 1969.[32]
- The Last Day of Angels Flight was a documentary filmed on the day the railway closed in March 1969.
- On November 23, 2010, NBC's The Biggest Loser featured the ride in part of a challenge in which the contestants have to either walk the stairs for 5 points or take the train for 1 point. The winner, accumulating 100 points, won a 2011 Ford Edge.
- Angels Flight is featured in The Muppets (2011) when Jason Segel's character sings the Academy Award-winning song "Man or Muppet".
- The closed Angels Flight was operated for a single day[33] to film Ryan Gosling's and Emma Stone's characters riding it in the 2016 film La La Land.
- There are at least five novels titled Angel's Flight or Angels Flight, all with scenes that take place on the funicular and use it as a symbol of some kind. The first novel was Angel's Flight by Don Ryan, published in 1927. Angels Flight was both the name and locale of the 1999 Harry Bosch crime novel by Michael Connelly.
- Raymond Chandler fictionally visited Angels Flight in the 1938 novella The King in Yellow and the 1942 novel The High Window. Marlowe visits the Bunker Hill area in The Little Sister as well.
- In the 1967 Nick Carter spy novel The Red Guard, Carter takes the Angels Flight to reach his safe house located half a block from the upper station.
- Angel's Flight is illustrated and at the center of events in the 1965 children's book Piccolo's Prank by Leo Politi.
- The City of Los Angeles commissioned conductor David Woodard to compose and perform a memorial suite, entitled "An Elegy for Two Angels," in honor of Leon Praport and the funicular itself. The work was first performed at the Hill Street entrance by the Los Angeles Chamber Group on March 15, 2001, during a civic ceremony in which the autograph score was awarded to Praport's widow Lola.[34][35]
- There are references to Angels Flight in the song "Strange Season" on Michael Penn's 1992 album Free-for-All, and the cover features images of the line and a ticket stating, "Good for one ride".
- In the game Tony Hawk's American Wasteland, Angels Flight is a gap where the player can grind up or down the rails, the gap being called "Angel Going Up!" or "Angel Going Down!"
- The game L.A. Noire features Angels Flight as one of 30 landmarks across the city. It is the location of the Street Crime side mission, "Shoo-Shoo Bandits"
See also[edit]
- ^ a b "History of the Cultural Heritage Commission". Archived from the original on September 16, 2010. Retrieved June 8, 2010.
- ^ National Park Service (2008-04-15). "National Register Information System". National Register of Historic Places. National Park Service.
- ^ Thompson, Joe (October 1, 2013). "Los Angeles Area Funiculars". Cable Car Guy (blog).
- ^ a b c d Nelson, Laura J. & Branson-Potts, Hailey (July 23, 2015). "L.A. business and cultural leaders want to see an Angels Flight plan". Los Angeles Times.
- ^ DiMassa, Cara Mia (March 15, 2010). "Angels Flight rides again". Los Angeles Times. Archived from the original on March 22, 2010. Retrieved March 18, 2010.
- ^ Schaefer, Samantha (September 5, 2013). "Angels Flight car comes off track, stranding Australian tourist". Los Angeles Times. Retrieved 2013-09-06.
- ^ a b c d "Railroad Accident Brief - Angels Flight Railway Derailment" (PDF). National Transportation Safety Board. June 23, 2014. Accident No. DCA13FR011.
- ^ Harrison, Scott (January 7, 2011). "Angels Flight's first opening". Los Angeles Times.
- ^ "Mayor Snyder's Ascent of the "Angels' Flight"". Los Angeles Times. January 1, 1902. p. 12. (subscription required (help)). Alternate Link via ProQuest.
- ^ "Up Again, Down Again: It Will Take Two Minutes, Perhaps Three, for the Round Trip on the Angels' Flight". Los Angeles Times. November 21, 1901. p. 11. (subscription required (help)). Alternate Link via ProQuest.
- ^ "Angels' Flight Publicly Opened: Novel Enterprise Is Visited by City Officials Mayor Snyder Makes a Speech Congratulating Colonel Eddy Upon His Scheme to Afford Transportation for Residents of the Hill Section". Los Angeles Herald. 29 (92). 1 January 1902. p. 9 – via California Digital Newspaper Collection.
- ^ a b Wheelock, Walt (1961). Angels Flight: A California Heritage. Glendale, CA: La Siesta Press. p. 16.
- ^ a b c d e f "Uncontrolled Movement, Collision, and Passenger Fatality on the Angels Flight Railway in Los Angeles, California - February 1, 2001" (PDF). National Transportation Safety Board. Archived from the original (pdf) on October 22, 2011. Retrieved January 22, 2007.
- ^ Wheelock, Walt (1961). Angels Flight: A California Heritage. Glendale, CA: La Siesta Press. p. 20.
- ^ "Angels Flight to Make Final Run May 18". Los Angeles Times. May 8, 1969. p. D2. (subscription required (help)). Alternate Link via ProQuest.
- ^ Hebert, Ray (May 12, 1969). "Angels Flight Now Running Out Its Last Few Journeys: Angels Flight Making Last Runs This Week". Los Angeles Times. p. OC_A1. (subscription required (help)). Alternate Link via ProQuest.
- ^ "Angels Flight--End of an Era". Los Angeles Times. May 13, 1969. p. A8. (subscription required (help)). Alternate Link via ProQuest.
- ^ Gordon, Larry (February 25, 1996). "Maiden Voyage: Historic Angels Flight Railway Reopens to Public With Plenty of Revelry and a Wisp of Nostalgia". Los Angeles Times.
- ^ a b "Angels Flight Accident". Consultants' Bureau. Kashar Technical Services. May 3, 2007. Retrieved December 26, 2008.
- ^ Alossi, Rich (January 16, 2009). "history in motion: angels flight takes off!". angelinic. Archived from the original on January 22, 2009. Retrieved January 17, 2009.
- ^ "Angels Flight". Glass Steel and Stone. Archived from the original on January 15, 2010. Retrieved November 14, 2008.
- ^ http://la.curbed.com/tags/angels-flight[dead link]
- ^ DiMassa, Cara Mia (March 10, 2010). "Nine years after fatal accident, Angels Flight rail line receives safety certificate". Los Angeles Times. Archived from the original on April 15, 2010. Retrieved March 14, 2010.
- ^ DiMassa, Cara Mia (March 11, 2010). "Angels Flight railway gets PUC safety OK". Los Angeles Times. Archived from the original on April 15, 2010. Retrieved March 14, 2010.
- ^ "Historic Angels Flight Railway Reopens" (PDF) (Press release). Angels Flight Railway Foundation. March 15, 2010. Archived from the original (PDF) on March 4, 2012. Retrieved June 21, 2012.
- ^ Cart, Julie (March 14, 2010). "Angels Flight to reopen Monday". Los Angeles Times. Retrieved March 14, 2010.
- ^ "Angels Flight Hits Nearly 60,000 Riders". Los Angeles Downtown News. April 16, 2010. Retrieved April 27, 2010.
- ^ Knoll, Corina (June 11, 2011). "Angels Flight, halted, awaits new wheels". Los Angeles Times. Retrieved June 11, 2011.
- ^ Barboza, Tony (July 5, 2011). "Angels Flight railway reopens after safety shutdown". Los Angeles Times. Retrieved July 5, 2011.
- ^ Schaefer, Samantha; Mather, Kate & Gold, Scott (October 11, 2013). "Angels Flight has had a long, bumpy track record". Los Angeles Times. Retrieved 2014-07-31.
- ^ "Angels Flight expected to reopen by Labor Day, officials say". Los Angeles Times. March 2017. Retrieved March 1, 2017.
- ^ "Angels Flight". Angels Flight Railway Foundation (copy of original video). Retrieved 2017-01-08.
- ^ Murphy, Mekado (2016-11-04). "L.A. Transcendental: How 'La La Land' Chases the Sublime". New York Times. Retrieved 2017-01-07.
- ^ Reich, K., "Family to Sue City, Firms Over Angels Flight Death", Los Angeles Times, Mar. 16, 2001.
- ^ Dawson, Jim (2008). Los Angeles's Angeles Flight. Mt. Pleasant, SC: Arcadia Publishing. p. 125. ISBN 978-0738558127.
External links[edit]
Wikimedia Commons has media related to Angels Flight. |
- Official Angel's Flight website
- An Elegy for Two Angels
- Angels Flight Virtual Ride
- Angel's Flight at the Internet Movie Database
- Stills from movies featuring Angels Flight
- KTLA News Clip covering proposed reopening on YouTube
- A ride on Angels Flight on YouTube
- memory.loc.gov. Official L.o.C. HABS/HAER/HALS website
- Funicular railways in the United States
- Public transportation in Los Angeles
- Heritage railroads in California
- History of Los Angeles
- Landmarks in Los Angeles
- Los Angeles Historic-Cultural Monuments
- National Register of Historic Places in Los Angeles
- Transportation in Los Angeles
- Tourist attractions in Los Angeles
- Bunker Hill, Los Angeles
- 2 ft 6 in gauge railways in the United States
- Cableways on the National Register of Historic Places
- Rail infrastructure on the National Register of Historic Places in California


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Lactobacillus Acidophilus L92 on Markers of Allergic Inflammation by Nasal Provocation With Grass Pollen
This study has been withdrawn prior to enrollment.
(Sponsor suspended study do to funding)
University of California, Davis
Information provided by (Responsible Party):
University of California, Davis
ClinicalTrials.gov Identifier:
First received: November 5, 2007
Last updated: April 20, 2015
Last verified: April 2015
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Show Detailed Description
This is a placebo controlled double-blind single center study initiated and sponsored by CALPIS, Inc., Japan, and CALPIS U.S.A., Inc., Torrance, CA.
The overall objective of this study is to establish the benefit of a bacterial product, Lactobacillus acidophilus strain L-92 (CALPIS U.S.A., Inc., Torrance, CA), in patients with allergic rhinitis.
Condition | Intervention | Phase |
Hayfever |
Biological: Lactobacillus acidophilus L-92 |
Phase 3 |
Study Type: | Interventional |
Study Design: | Allocation: Randomized Intervention Model: Parallel Assignment Masking: Double Blind (Subject, Investigator) Primary Purpose: Treatment |
Official Title: | A Randomized, Double-blind, Placebo-controlled Trial of Lactobacillus Acidophilus L92 on Markers of Allergic Inflammation by Nasal Provocation With Grass Pollen |
Resource links provided by NLM:
Further study details as provided by University of California, Davis:
Primary Outcome Measures:
- The objective is to establish the benefit of Lactobacillus acidophilus strain L-92 in patients with allergic rhinitis. The threshold dose of pollen extract required to elicit nasal obstruction as measured by acoustic rhinometry pre-treatment. [ Time Frame: one year ]
Secondary Outcome Measures:
- • The dose of pollen extract needed (by progressive dose escalation) to elicit nasal obstruction at the end of treatment if significant nasal obstruction is not reached with the pre-treatment dose. [ Time Frame: one year ]
Enrollment: | 0 |
Study Start Date: | May 2006 |
Estimated Study Completion Date: | August 2008 |
Estimated Primary Completion Date: | December 2007 (Final data collection date for primary outcome measure) |
Arms | Assigned Interventions |
Experimental: 1
In the first phase, subjects with a history of grass pollinosis, with positive skin tests to grass, will be studied out of season and will be randomized to active treatment for 4 months.
Biological: Lactobacillus acidophilus L-92
Nasal challenge and acoustic rhinometry will be performed at the first study visit and again at the end of the 4-month supplement period. Standardized perennial ryegrass pollen extract (Lolium perenne) (Hollister-Stier, Inc., Spokane, WA) will be used. Dilutions of the standard product will be made in sterile saline prior to use. The standard product strength is 100,000 BAU/mL. Provocation will start with 100 BAU/mL, delivered as a 100 microliter puff into each nostril nose during breath holding, followed by expiration. Acoustic rhinometry, performed in each nostril, will be recorded at 15 minutes. A change of 30% from baseline in the composite score is considered significant. The dose will be increased every 20 minutes if there is no response. The concentrations used will be 100 BAU, 330 BAU, 1000 BAU, 3300 BAU, 10,000 BAU or 33,000 BAU/mL.
Show Detailed Description
Ages Eligible for Study: | 18 Years to 55 Years (Adult) |
Sexes Eligible for Study: | All |
Accepts Healthy Volunteers: | Yes |
Inclusion Criteria:
- Each subject qualified by entry criteria history in a brief phone interview will be invited to come to a screening visit. A brief history and targeted physical exam to detect inclusion and exclusion criteria, listed below, will be performed after obtaining informed consent. Then, if the subject still appears eligible, they will undergo allergy skin testing to perennial ryegrass pollen extract as a key inclusion criteria. Skin testing will utilize standard prick techniques with appropriate saline/glycerin controls. The cross sectional measurements of the wheal and flare reaction will be recorded. A positive test will require a wheal >3mm vs the control diluent.
Inclusion Criteria:
- at least a 2-year clinical history of springtime allergic rhinitis
- allergy to grass pollen, defined by positive case history and positive skin prick test
- Males or non-pregnant, non-lactating females who are post-menopausal or naturally or surgically sterile
- Females of childbearing potential should be using acceptable birth control methods
- Patients who are normally active and otherwise judged to be in good health
- Patients must be willing and able to give written informed consent and must provide this consent
- Patients must be willing and able to attend required study visits
- Patients must be able to follow instructions
- Off allergy medication for at least one month prior to study entry (nasal corticosteroids, nasal azelastine, cromolyn sodium, IPRATROPRIUM bromide, antihistamines, leukotriene antagonists)
Exclusion Criteria:
History of nasal deviation
- Current cigarette smoker
- History of allergy symptoms August to January
- History of nasal polyposis
- History of asthma
- Concurrent disease that might complicate or interfere with investigation or evaluation of the study medications
- Concurrent use of any prohibited medication(s)
- Chronic or intermittent use of inhaled, oral, intramuscular, intravenous, or potent or super-potent topical corticosteroids
- Chronic use of long acting antihistamines and other concomitant medications that would affect assessment of the effectiveness of study drug(s)
- Any systemic disorder that could interfere with the evaluation of the study medication(s)
- Upper or lower respiratory infection requiring antibiotics within 14 days of the first visit
- Diagnosis of sinusitis within 30 days of the first Baseline visit
- Hypersensitivity to the study supplement tablet fillers
- active or quiescent tuberculosis infection of the respiratory tract
- nasal septal ulcers, nasal surgery or nasal trauma within 90 days of enrollment
- Clinical history of anaphylaxis
- Patients with contraindications for allergy vaccines
- Clinical history of immunodeficiency, including immunosuppressant therapy
- Patients with contraindications to adrenaline
- Subject is taking β-blockers
- Clinical history of drug or alcohol abuse that would interfere with the patient's participation in the study
- Clinical history of severe or uncontrolled cardiovascular, hepatic, renal and/or other disease/illness that could be expected to interfere with the study
- Clinical history, or evidence, of nasolacrimal drainage system malfunction
- Study site staff who would have access to the clinical study protocol
- History of immunotherapy with grass pollen extract
- Participation in any other investigational study within 30 days before entry into this study or concomitantly with this study
Contacts and Locations
Choosing to participate in a study is an important personal decision. Talk with your doctor and family members or friends about deciding to join a study.
To learn more about this study, you or your doctor may contact the study research staff using the Contacts provided below.
For general information, see Learn About Clinical Studies.
Please refer to this study by its ClinicalTrials.gov identifier: NCT00554736
Please refer to this study by its ClinicalTrials.gov identifier: NCT00554736
Sponsors and Collaborators
University of California, Davis
Principal Investigator: | Fu-Tong Liu, MD, PhD | University of California, Davis |
More Information
Additional Information:
Keywords provided by University of California, Davis:
Additional relevant MeSH terms:
ClinicalTrials.gov processed this record on March 24, 2017
Additional Information:
Responsible Party: | University of California, Davis |
ClinicalTrials.gov Identifier: | NCT00554736 History of Changes |
Other Study ID Numbers: |
200614299-2 200614299-1 ( Other Identifier: UC Davis ) |
Study First Received: | November 5, 2007 |
Last Updated: | April 20, 2015 |
Keywords provided by University of California, Davis:
Pollen Allergy Allergy |
Additional relevant MeSH terms:
Inflammation Pathologic Processes |
ClinicalTrials.gov processed this record on March 24, 2017