1. After reviewing chapters 9, 10, and 11 of the Kotler and Kell

1. After reviewing chapters 9, 10, and 11 of the Kotler and
Keller text, and using specific information derived from the
text, provide a brief comment about each of the following:
a. How an organization defines and characterizes its
product/service and brand relationships. Include a brief
analysis of how this product/service and brand relationship is
both positively and negatively affected by co-branding and
ingredient branding practices from a brand equity perspective
(consider information from pages 142 – 145 of the text). Please
use appropriate APA citation and attribution rules for all
information sources.
[insert the body of the response here]
b. How an organization can develop consumer experiences that
enhance the vague, abstract, and often complex characteristics
of services (consider information from pages 160 – 169 of the
text). Please use appropriate APA citation and attribution rules
for all information sources.
c. Describe how consumer psychology is influenced by
discrepancies in reference prices, price-quality inferences, and
unexpected price-endings. Assess the impact of such
discrepancies on brand equity to include a statement regarding
the risks to the financial success of the organization’s products
and services (consider issues covered in pages 175 - 176 of the
text). Please use appropriate APA citation and attribution rules
for all information sources.
2. After reading the companion article (Competing on the Eight
Dimensions of Quality ); provide a recommendation to a group

of executives regarding the importance of considering this
information (perhaps review the significance of auditing each
dimension alone and then in combination).Please use
appropriate APA citation and attribution rules for all
information sources.
[body of response]
3. After reading the companion article (Viewing Brands in
Multiple Dimensions); provide an executive summary for
executives regarding the significance to the firm of this
information; especially the information contained on page 44 of
the article. Please use appropriate APA citation and attribution
rules for all information sources.
[body of response]
The term briefly (or brief) suggests a limit of no more than 500
words per response.
References Cited: [use APA style and cite/reference all material
used in support of responses provided]
__MACOSX/._My Contact List
__MACOSX/My Contact List/._My Contact List
__MACOSX/My Contact List/._My Contact List.xcodeproj
__MACOSX/My Contact List/._.git
My Contact List/My Contact List/Constants.swift
//
// Constants.swift

// My Contact List
//
// Created by Michael Eierman on 8/6/19.
// Copyright © 2019 Learning Mobile Apps. All rights
reserved.
//
import Foundation
struct Constants {
static let kSortField = "sortField"
static let kSortDirectionAscending =
"sortDirectionAscending"
}
__MACOSX/My Contact List/My Contact List/._Constants.swift
My Contact List/My Contact
List/LocationDemoViewController.swift
//
// LocationDemoViewController.swift
// My Contact List
//
reserved.
//
import UIKit
import CoreLocation
class LocationDemoViewController: UIViewController,
CLLocationManagerDelegate {
@IBOutlet weak var txtStreet: UITextField!
@IBOutlet weak var txtCity: UITextField!

@IBOutlet weak var txtState: UITextField!
@IBOutlet weak var lblLatitude: UILabel!
@IBOutlet weak var lblLongitude: UILabel!
@IBOutlet weak var lblLocationAccuracy: UILabel!
@IBOutlet weak var lblHeading: UILabel!
@IBOutlet weak var lblHeadingAccuracy: UILabel!
@IBOutlet weak var lblAltitude: UILabel!
@IBOutlet weak var lblAltitudeAccuracy: UILabel!
lazy var geoCoder = CLGeocoder()
var locationManager: CLLocationManager!
@objc func dismissKeyboard() {
//Causes the view (or one of its embedded text fields) to
resign the first responder status.
view.endEditing(true)
}
override func viewDidLoad() {
super.viewDidLoad()
// Do any additional setup after loading the view.
let tap: UITapGestureRecognizer =
UITapGestureRecognizer(target: self,
action:
#selector(self.dismissKeyboard))
view.addGestureRecognizer(tap)
locationManager = CLLocationManager()
locationManager.delegate = self
locationManager.requestWhenInUseAuthorization() //ask
for permission to use location
}
func locationManager(_ manager: CLLocationManager,
didChangeAuthorization status:
CLAuthorizationStatus) {
if status == .authorizedWhenInUse {

print("Permission granted")
}
else {
print("Permission NOT granted")
}
}
@IBAction func addressToCoordinates(_ sender: Any) {
let address = "(txtStreet.text!), (txtCity.text!),
(txtState.text!))"
geoCoder.geocodeAddressString(address) {(placemarks,
error) in
self.processAddressResponse(withPlacemarks:
placemarks, error: error)
}
}
private func processAddressResponse(withPlacemarks
placemarks: [CLPlacemark]?, error: Error?) {
if let error = error {
print("Geocode Error: (error)")
}
else {
var bestMatch: CLLocation?
if let placemarks = placemarks, placemarks.count > 0 {
bestMatch = placemarks.first?.location
}
if let coordinate = bestMatch?.coordinate {
lblLatitude.text = String(format: "%gu{00B0}",
coordinate.latitude)
lblLongitude.text = String(format: "%gu{00B0}",
coordinate.longitude)
}
else {
print("Didn't find any matching locations")
}

}
}
@IBAction func deviceCoordinates(_ sender: Any) {
locationManager.desiredAccuracy =
kCLLocationAccuracyHundredMeters
locationManager.distanceFilter = 100
locationManager.startUpdatingLocation()
locationManager.startUpdatingHeading()
}
override func viewDidDisappear(_ animated: Bool) {
locationManager.stopUpdatingLocation()
locationManager.stopUpdatingHeading()
}
didUpdateLocations locations: [CLLocation]) {
if let location = locations.last {
let eventDate = location.timestamp
let howRecent = eventDate.timeIntervalSinceNow
if Double(howRecent) < 15.0 {
let coordinate = location.coordinate
lblLongitude.text = String(format: "%gu{00B0}",
coordinate.longitude)
lblLatitude.text = String(format: "%gu{00B0}",
coordinate.latitude)
lblLocationAccuracy.text = String(format: "%gm",
location.horizontalAccuracy)
lblAltitude.text = String(format: "%gm",
location.altitude)
lblAltitudeAccuracy.text = String(format: "%gm",
location.verticalAccuracy)
}
}
}

didUpdateHeading newHeading: CLHeading) {
if newHeading.headingAccuracy > 0 {
let theHeading = newHeading.trueHeading
var direction: String
switch theHeading {
case 225..<315:
direction = "W"
case 135..<225:
direction = "S"
case 45..<135:
direction = "E"
default:
direction = "N"
}
lblHeading.text = String(format: "%gu{00B0} (%@)",
theHeading, direction)
lblHeadingAccuracy.text = String(format:
"%gu{00B0}", newHeading.headingAccuracy)
}
}
didFailWithError error: Error) {
let errorType = error._code == CLError.denied.rawValue ?
"Location Permission Denied" :
"Unknown Error"
let alertController = UIAlertController(title: "Error
Getting Location: (errorType)",
message: "Error Message:
(error.localizedDescription))",
preferredStyle: .alert)
let actionOK = UIAlertAction(title: "OK",
style: .default,
handler: nil)

alertController.addAction(actionOK)
present(alertController, animated: true, completion: nil)
}
/*
// MARK: - Navigation
// In a storyboard-based application, you will often want to
do a little preparation before navigation
override func prepare(for segue: UIStoryboardSegue, sender:
Any?) {
// Get the new view controller using segue.destination.
// Pass the selected object to the new view controller.
}
*/
}
__MACOSX/My Contact List/My Contact
List/._LocationDemoViewController.swift
List/._MyContactListModel.xcdatamodeld
My Contact List/My Contact List/MapViewController.swift
//
// MapViewController.swi ft
// My Contact List
//
reserved.
//

import UIKit
import MapKit
import CoreData
class MapViewController: UIViewController,
CLLocationManagerDelegate, MKMapViewDelegate {
@IBOutlet weak var mapView: MKMapView!
@IBOutlet weak var sgmtMapType: UISegmentedControl!
var locationManager: CLLocationManager!
var contacts:[Contact] = []
super.viewDidLoad()
mapView.delegate = self
locationManager = CLLocationManager()
locationManager.delegate = self
locationManager.requestWhenInUseAuthorization()
}
@IBAction func mapTypeChanged(_ sender: Any) {
switch sgmtMapType.selectedSegmentIndex {
case 0:
mapView.mapType = .standard
case 1:
mapView.mapType = .hybrid
case 2:
mapView.mapType = .satellite
default: break
}
}
override func viewWillAppear(_ animated: Bool) {
//Get contacts from Core Data

let appDelegate = UIApplication.shared.delegate as!
AppDelegate
let context = appDelegate.persistentContainer.viewContext
let request =
NSFetchRequest<NSManagedObject>(entityName: "Contact")
var fetchedObjects:[NSManagedObject] = []
do {
fetchedObjects = try context.fetch(request)
} catch let error as NSError {
print("Could not fetch. (error), (error.userInfo)")
}
contacts = fetchedObjects as! [Contact]
//remove all annotations
self.mapView.removeAnnotations(self.mapView.annotations)
//go through all contacts
for contact in contacts { //as! [Contact] {
let address = "(contact.streetAddress!), (contact.city!)
(contact.state!)"
//geocoding
let geoCoder = CLGeocoder()
geoCoder.geocodeAddressString(address) {(placemarks,
error) in
self.processAddressResponse(contact,
withPlacemarks: placemarks, error: error)
}
}
}
private func processAddressResponse(_ contact: Contact,
withPlacemarks placemarks: [CLPlacemark]?,
error: Error?) {
if let error = error {
print("Geocode Error: (error)")
}
else {

var bestMatch: CLLocation?
if let placemarks = placemarks, placemarks.count > 0 {
bestMatch = placemarks.first?.location
}
if let coordinate = bestMatch?.coordinate {
let mp = MapPoint(latitude: coordinate.latitude,
longitude: coordinate.longitude)
mp.title = contact.contactName
mp.subtitle = contact.streetAddress
mapView.addAnnotation(mp)
}
else {
print("Didn't find any matching locations")
}
}
}
@IBAction func findUser(_ sender: Any) {
mapView.showAnnotations(mapView.annotations,
animated: true)
// mapView.showsUserLocation = true
// mapView.setUserTrackingMode(.follow, animated: true)
}
func mapView(_ mapView: MKMapView, didUpdate
userLocation: MKUserLocation) {
var span = MKCoordinateSpan()
span.latitudeDelta = 0.05
span.longitudeDelta = 0.05
let viewRegion = MKCoordinateRegion(center:
userLocation.coordinate, span: span)
mapView.setRegion(viewRegion, animated: true)

// mapView.removeAnnotations(self.mapView.annotations)
let mp = MapPoint(latitude:
userLocation.coordinate.latitude,
longitude: userLocation.coordinate.longitude)
mp.title = "You"
mp.subtitle = "Are here"
mapView.addAnnotation(mp)
}
/*
super.viewWillAppear(animated)
mapView.setUserTrackingMode(.follow, animated: true)
}
*/
/*
Any?) {
}
*/
}

List/._MapViewController.swift
My Contact List/My Contact List/MapPoint.swift
//
// MapPoint.swift
// My Contact List
//
reserved.
//
import Foundation
import MapKit
///This is Listing 13.10
class MapPoint: NSObject, MKAnnotation{
var title: String?
var subtitle: String?
var latitude: Double
var longitude: Double
var coordinate: CLLocationCoordinate2D {
return CLLocationCoordinate2D(latitude: latitude,
longitude: longitude)
}
init(latitude: Double, longitude: Double) {
self.latitude = latitude
self.longitude = longitude
}
}
__MACOSX/My Contact List/My Contact List/._MapPoint.swift

__MACOSX/My Contact List/My Contact List/._Assets.xcassets
My Contact List/My Contact List/ContactsViewController.swift
//
// ContactsViewController.swift
// My Contact List
//
reserved.
//
import UIKit
import CoreData
class ContactsViewController: UIViewController,
UITextFieldDelegate, DateControllerDelegate {
var currentContact: Contact?
AppDelegate
@IBOutlet weak var scrollView: UIScrollView!
@IBOutlet weak var txtName: UITextField!
@IBOutlet weak var txtAddress: UITextField!
@IBOutlet weak var txtCity: UITextField!
@IBOutlet weak var txtState: UITextField!
@IBOutlet weak var txtZip: UITextField!
@IBOutlet weak var txtCell: UITextField!
@IBOutlet weak var txtPhone: UITextField!
@IBOutlet weak var txtEmail: UITextField!
@IBOutlet weak var lblBirthdate: UILabel!
@IBOutlet weak var btnChange: UIButton!
@IBOutlet weak var sgmtEditMode: UISegmentedControl!

@IBAction func changeEditMode( _ sender: Any) {
let textFields: [UITextField] = [txtName, txtAddress,
txtCity, txtState, txtZip, txtPhone,
txtCell, txtEmail]
if sgmtEditMode.selectedSegmentIndex == 0 {
for textField in textFields {
textField.isEnabled = false
textField.borderStyle =
UITextField.BorderStyle.none
}
btnChange.isHidden = true
navigationItem.rightBarButtonItem = nil
}
else if sgmtEditMode.selectedSegmentIndex == 1{
for textField in textFields {
textField.isEnabled = true
textField.borderStyle =
UITextField.BorderStyle.roundedRect
}
btnChange.isHidden = false
navigationItem.rightBarButtonItem =
UIBarButtonItem(barButtonSystemItem: .save,
target: self,
action:
#selector(self.saveContact))
}
}
func textFieldShouldEndEditing(_ textField: UITextField) ->
Bool {
if currentContact == nil {
let context =
appDelegate.persistentContainer.viewContext
currentContact = Contact(context: context)
}
currentContact?.contactName = txtName.text

currentContact?.streetAddress = txtAddress.text
currentContact?.city = txtCity.text
currentContact?.state = txtState.text
currentContact?.zipCode = txtZip.text
currentContact?.cellNumber = txtCell.text
currentContact?.phoneNumber = txtPhone.text
currentContact?.email = txtEmail.text
return true
}
@objc func saveContact() {
appDelegate.saveContext()
sgmtEditMode.selectedSegmentIndex = 0
changeEditMode(self)
}
super.viewDidLoad()
if currentContact != nil {
txtName.text = currentContact!.contactName
txtAddress.text = currentContact!.streetAddress
txtCity.text = currentContact!.city
txtState.text = currentContact!.state
txtZip.text = currentContact!.zipCode
txtPhone.text = currentContact!.phoneNumber
txtCell.text = currentContact!.cellNumber
txtEmail.text = currentContact!.email
let formatter = DateFormatter()
formatter.dateStyle = .short
if currentContact!.birthday != nil {
lblBirthdate.text = formatter.string(from:
currentContact!.birthday!)
}
}

self.changeEditMode(self)
let textFields: [UITextField] = [txtName, txtAddress,
txtCity, txtState, txtZip,
txtPhone, txtCell, txtEmail]
for textfield in textFields {
textfield.addTarget(self,
action:
#selector(UITextFieldDelegate.textFieldShouldEndEditing(_:)),
for: UIControl.Event.editingDi dEnd)
}
}
func dateChanged(date: Date) {
if currentContact == nil {
let context =
currentContact = Contact(context: context)
}
currentContact?.birthday = date
let formatter = DateFormatter()
formatter.dateStyle = .short
lblBirthdate.text = formatter.string(from: date)
}
super.viewWillAppear(animated)
self.registerKeyboardNotifications()
}
override func viewWillDisappear(_ animated: Bool) {
super.viewWillDisappear(animated)
self.unregisterKeyboardNotifications()
}
func registerKeyboardNotifications() {

NotificationCenter.default.addObserver(self, selector:
#selector(ContactsViewController.keyboardDidShow(notificatio
n:)), name:
UIResponder.keyboardDidShowNotification, object:
nil)
NotificationCenter.default.addObserver(self, selector:
#selector(ContactsViewController.keyboardWillHide(notificatio
n:)), name:
UIResponder.keyboardWillHideNotification, object:
nil)
}
func unregisterKeyboardNotifications() {
NotificationCenter.default.removeObserver(self)
}
@objc func keyboardDidShow(notification: NSNotification)
{
let userInfo: NSDictionary = notification.userInfo! as
NSDictionary
let keyboardInfo =
userInfo[UIResponder.keyboardFrameBeginUserInfoKey] as!
NSValue
let keyboardSize = keyboardInfo.cgRectValue.size
// Get the existing contentInset for the scrollView and set
the bottom property to
//be the height of the keyboard
var contentInset = self.scrollView.contentInset
contentInset.bottom = keyboardSize.height
self.scrollView.contentInset = contentInset
self.scrollView.scrollIndicatorInsets = contentInset
}

@objc func keyboardWillHide(notification: NSNotification)
{
var contentInset = self.scrollView.contentInset
contentInset.bottom = 0
self.scrollView.contentInset = contentInset
self.scrollView.scrollIndicatorInsets = UIEdgeInsets.zero
}
/*
Any?) {
}
*/
Any?) {
if(segue.identifier == "segueContactDate"){
let dateController = segue.destination as!
DateViewController
dateController.delegate = self
}
}
}
List/._ContactsViewController.swift
__MACOSX/My Contact List/My Contact List/._Base.lproj

My Contact List/My Contact List/AppDelegate.swift
//
// AppDelegate.swift
// My Contact List
//
reserved.
//
import UIKit
import CoreData
@UIApplicationMain
class AppDelegate: UIResponder, UIApplicationDelegate {
var window: UIWindow?
func application(_ application: UIApplication,
didFinishLaunchingWithOptions launchOptions:
[UIApplication.LaunchOptionsKey: Any]?) -> Bool {
// Override point for customization after application
launch.
let settings = UserDefaults.standard
if settings.string(forKey: Constants.kSortField) == nil {
settings.set("city", forKey: Constants.kSortField)
}
if settings.string(forKey:
Constants.kSortDirectionAscending) == nil {
settings.set(true, forKey:
Constants.kSortDirectionAscending)
}
settings.synchronize()
NSLog("Sort field: %@", settings.string(forKey:

Constants.kSortField)!)
NSLog("Sort direction: (settings.bool(forKey:
Constants.kSortDirectionAscending))")
return true
}
func applicationWillResignActive(_ application:
UIApplication) {
// Sent when the application is about to move from active
to inactive state. This can occur for certain types of temporary
interruptions (such as an incoming phone call or SMS message)
or when the user quits the application and it begins the
transition to the background state.
// Use this method to pause ongoing tasks, disable timers,
and invalidate graphics rendering callbacks. Games should use
this method to pause the game.
}
func applicationDidEnterBackground(_ application:
UIApplication) {
// Use this method to release shared resources, save user
data, invalidate timers, and store enough application state
information to restore your application to its current state in
case it is terminated later.
// If your application supports background execution, this
method is called instead of applicationWillTerminate: when the
user quits.
}
func applicationWillEnterForeground(_ application:
UIApplication) {
// Called as part of the transition from the background to
the active state; here you can undo many of the changes made
on entering the background.
}

func applicationDidBecomeActive(_ application:
UIApplication) {
// Restart any tasks that were paused (or not yet started)
while the application was inactive. If the application was
previously in the background, optionally refresh the user
interface.
}
func applicationWillTerminate(_ application: UIApplication)
{
// Called when the application is about to terminate. Save
data if appropriate. See also applicationDidEnterBackground:.
}
lazy var persistentContainer: NSPersistentContainer = {
/*
The persistent container for the application. This
implementation
creates and returns a container, having loaded the store
for the
application to it. This property is optional since there are
legitimate
error conditions that could cause the creation of the store
to fail.
*/
let container = NSPersistentContainer(name:
"MyContactListModel")
container.loadPersistentStores(completionHandler: {
(storeDescription, error) in
if let error = error as NSError? {
// Replace this implementation with code to handle
the error appropriately.
// fatalError() causes the application to generate a
crash log and terminate. You should
// not use this function in a shipping application,

although it may be useful during
// development.
/*
Typical reasons for an error here include:
* The parent directory does not exist, cannot be
created, or disallows writing.
* The persistent store is not accessible, due to
permissions or data protection when
* the device is locked.
* The device is out of space.
* The store could not be migrated to the current
model version.
Check the error message to determine what the
actual problem was.
*/
fatalError("Unresolved error (error),
(error.userInfo)")
}
})
return container
}()
// MARK: - Core Data Saving support
func saveContext () {
let context = persistentContainer.viewContext
if context.hasChanges {
do {
try context.save()
} catch {
// Replace this implementation with code to handle
the error appropriately.
// fatalError() causes the application to generate a
crash log and terminate. You should
// not use this function in a shipping application,

although it may be useful during
// development.
let nserror = error as NSError
fatalError("Unresolved error (nserror),
(nserror.userInfo)")
}
}
}
}
List/._AppDelegate.swift
List/ContactsTableViewController.swift
//
// ContactsTableViewController.swift
// My Contact List
//
reserved.
//
import UIKit
import CoreData
class ContactsTableViewController: UITableViewController {
// let contacts = ["Jim", "John", "Dana", "Rosie", "Justin",
"Jeremy", "Sarah", "Matt", "Joe", "Donald", "Jeff"]
var contacts:[NSManagedObject] = []

AppDelegate
super.viewDidLoad()
self.navigationItem.leftBarButtonItem =
self.editButtonItem
loadDataFromDatabase()
}
tableView.reloadData()
}
func loadDataFromDatabase() {
let sortField = settings.string(forKey:
Constants.kSortField)
let sortAscending = settings.bool(forKey:
//Set up Core Data Context
let context = appDelegate.persistentContainer.viewContext
//Set up Request
let request =
NSFetchRequest<NSManagedObject>(entityName: "Contact")
//Specify sorting
let sortDescriptor = NSSortDescriptor(key: sortField,
ascending: sortAscending)
let sortDescriptorArray = [sortDescriptor]
//to sort by multiple fields, add more sort descriptors to
the array
request.sortDescriptors = sortDescriptorArray
do {
contacts = try context.fetch(request)
} catch let error as NSError {

print("Could not fetch. (error), (error.userInfo)")
}
}
// MARK: - Table view data source
override func numberOfSections(in tableView: UITableView)
-> Int {
return 1
}
override func tableView(_ tableView: UITableView,
numberOfRowsInSection section: Int) -> Int {
return contacts.count
}
cellForRowAt indexPath: IndexPath) -> UITableViewCell {
let cell = tableView.dequeueReusableCell(withIdentifier:
"ContactsCell", for: indexPath)
// Configure the cell...
let contact = contacts[indexPath.row] as? Contact
cell.textLabel?.text = contact?.contactName
cell.detailTextLabel?.text = contact?.city
cell.accessoryType = .detailDisclosureButton
return cell
}
didSelectRowAt indexPath: IndexPath) {
let selectedContact = contacts[indexPath.row] as? Contact
let name = selectedContact!.contactName!
let actionHandler = { (action:UIAlertAction!) -> Void in
let storyboard = UIStoryboard(name: "Main", bundle:

nil)
let controller =
storyboard.instantiateViewController(withIdentifier:
"ContactController")
as? ContactsViewController
controller?.currentContact = selectedContact
self.navigationController?.pushViewController(controller!,
animated: true)
}
let alertController = UIAlertController(title: "Contact
selected",
message: "Selected row:
(indexPath.row) ((name))",
preferredStyle: .alert)
let actionCancel = UIAlertAction(title: "Cancel",
style: .cancel,
handler: nil)
let actionDetails = UIAlertAction(title: "Show Details",
style: .default,
handler: actionHandler)
alertController.addAction(actionCancel)
alertController.addAction(actionDetails)
present(alertController, animated: true, completion: nil)
}
/*
// Override to support conditional editing of the table view.
canEditRowAt indexPath: IndexPath) -> Bool {
// Return false if you do not want the specified item to be
editable.
return true
}

*/
commit editingStyle:
UITableViewCell.EditingStyle,
forRowAt indexPath: IndexPath) {
if editingStyle == .delete {
// Delete the row from the data source
let contact = contacts[indexPath.row] as? Contact
let context =
context.delete(contact!)
do {
try context.save()
}
catch {
fatalError("Error saving context: (error)")
}
tableView.deleteRows(at: [indexPath], with: .fade)
} else if editingStyle == .insert {
// Create a new instance of the appropriate class, insert
it into the array,
//and add a new row to the table view
}
}
/*
// Override to support rearranging the table view.
moveRowAt fromIndexPath: IndexPath, to: IndexPath) {
}
*/
/*

// Override to support conditional rearranging of the table
view.
canMoveRowAt indexPath: IndexPath) -> Bool {
// Return false if you do not want the item to be re-
orderable.
return true
}
*/
/*
Any?) {
}
*/
Any?) {
if segue.identifier == "EditContact" {
let contactController = segue.destination as?
ContactsViewController
let selectedRow = self.tableView.indexPath(for: sender
as! UITableViewCell)?.row
let selectedContact = contacts[selectedRow!] as?
Contact
contactController?.currentContact = selectedContact!
}
}
}

List/._ContactsTableViewController.swift
My Contact List/My Contact List/DateViewController.swift
//
// DateViewController.swift
// My Contact List
//
reserved.
//
import UIKit
protocol DateControllerDelegate: class {
func dateChanged(date: Date)
}
class DateViewController: UIViewController {
weak var delegate: DateControllerDelegate?
@IBOutlet weak var dtpDate: UIDatePicker!
super.viewDidLoad()
let saveButton: UIBarButtonItem =
UIBarButtonItem(barButtonSystemItem:
UIBarButtonItem.SystemItem.save,
target: self,
action: #selector(saveDate))
self.navigationItem.rightBarButtonItem = saveButton
self.title = "Pick Birthdate"

}
@objc func saveDate(){
self.delegate?.dateChanged(date: dtpDate.date)
self.navigationController?.popViewController(animated:
true)
}
/*
Any?) {
}
*/
}
List/._DateViewController.swift
My Contact List/My Contact List/Info.plist
CFBundleDevelopmentRegion
$(DEVELOPMENT_LANGUAGE)
CFBundleExecutable
$(EXECUTABLE_NAME)
CFBundleIdentifier
$(PRODUCT_BUNDLE_IDENTIFIER)

CFBundleInfoDictionaryVersion
6.0
CFBundleName
$(PRODUCT_NAME)
CFBundlePackageType
APPL
CFBundleShortVersionString
1.0
CFBundleVersion
1
LSRequiresIPhoneOS
NSLocationWhenInUseUsageDescription
We need to know where we're at!
UILaunchStoryboardName
LaunchScreen
UIMainStoryboardFile
Main
UIRequiredDeviceCapabilities
armv7
UIStatusBarTintParameters
UINavigationBar
Style
UIBarStyleDefault
Translucent
UISupportedInterfaceOrientations
UIInterfaceOrientationPortrait
UIInterfaceOrientationLandscapeLeft

UIInterfaceOrientationLandscapeRight
UISupportedInterfaceOrientations~ipad
UIInterfaceOrientationPortrait
UIInterfaceOrientationPortraitUpsideDown
UIInterfaceOrientationLandscapeLeft
UIInterfaceOrientationLandscapeRight
__MACOSX/My Contact List/My Contact List/._Info.plist
My Contact List/My Contact List/SettingsViewController.swift
//
// SettingsViewController.swift
// My Contact List
//
reserved.
//
import UIKit
class SettingsViewController: UIViewController,
UIPickerViewDataSource, UIPickerViewDelegate {
@IBOutlet weak var swAscending: UISwitch!
@IBOutlet weak var pckSortField: UIPickerView!
let sortOrderItems: Array<String> = ["contactName", "city",
"birthday"]

super.viewDidLoad()
pckSortField.dataSource = self;
pckSortField.delegate = self;
}
//set the UI based on values in UserDefaults
swAscending.setOn(settings.bool(forKey:
Constants.kSortDirectionAscending), animated: true)
let sortField = settings.string(forKey:
Constants.kSortField)
var i = 0
for field in sortOrderItems {
if field == sortField {
pckSortField.selectRow(i, inComponent: 0, animated:
false)
}
i += 1
}
pckSortField.reloadComponent(0)
}
@IBAction func sortDirectionChanged(_ sender: Any) {
settings.set(swAscending.isOn, forKey:
}
// MARK: UIPickerViewDelegate Methods

// Returns the number of 'columns' to display.
func numberOfComponents(in pickerView: UIPickerView) ->
Int {
return 1
}
// Returns the # of rows in the picker
func pickerView(_ pickerView: UIPickerView,
numberOfRowsInComponent component: Int) -> Int {
return sortOrderItems.count
}
//Sets the value that is shown for each row in the picker
func pickerView(_ pickerView: UIPickerView, titleForRow
row: Int, forComponent component: Int)
-> String? {
return sortOrderItems[row]
}
//If the user chooses from the pickerview, it calls this
function;
func pickerView(_ pickerView: UIPickerView, didSelectRow
row: Int, inComponent component: Int) {
let sortField = sortOrderItems[row]
settings.set(sortField, forKey: Constants.kSortField)
}
/*
Any?) {

}
*/
}
List/._SettingsViewController.swift
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"author" : "xcode"
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My Contact List/.git/info/exclude
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UserInterfaceState.xcuserstate
__MACOSX/My Contact List/.git/info/._exclude
My Contact List/.git/hooks/README.sample
#!/bin/sh
#
# Place appropriately named executable hook scripts into this
directory
# to intercept various actions that git takes. See `git help
hooks` for
# more information.
__MACOSX/My Contact List/.git/hooks/._README.sample
__MACOSX/My Contact List/.git/refs/._heads
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List/Assets.xcassets/first.imageset/._first.pdf
bolt.imageset/[email protected]
List/Assets.xcassets/sample-834-bolt.imageset/[email protected]
bolt.imageset/Contents.json

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My Contact
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// ContactsViewController.swift
// My Contact List
//
reserved.
//
import UIKit
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}
/*
Any?) {
}
*/
}
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// MapViewController.swift
// My Contact List
//
reserved.
//
import UIKit
class MapViewController: UIViewController {
super.viewDidLoad()
}
/*
Any?) {
}

*/
}
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My Contact
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My Contact
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// MapPoint.swift
// My Contact List
//

reserved.
//
import Foundation
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My Contact
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// SettingsViewController.swift
// My Contact List
//
reserved.
//
import UIKit
class SettingsViewController: UIViewController {
super.viewDidLoad()
}
/*

Any?) {
}
*/
}
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My Contact
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// Constants.swift
// My Contact List
//
reserved.
//
import Foundation
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My Contact
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// DateViewController.swift
// My Contact List

//
reserved.
//
import UIKit
class DateViewController: UIViewController {
super.viewDidLoad()
}
/*
Any?) {
}
*/
}
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My Contact
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// ContactsTableViewController.swift
// My Contact List
//
reserved.
//
import UIKit
class ContactsTableViewController: UITableViewController {
super.viewDidLoad()
// Uncomment the following line to preserve selection
between presentations
// self.clearsSelectionOnViewWillAppear = false
// Uncomment the following line to display an Edit button
in the navigation bar for this view controller.
// self.navigationItem.rightBarButtonItem =
self.editButtonItem
}
// MARK: - Table view data source
override func numberOfSections(in tableView: UITableView)
-> Int {

// #warning Incomplete implementation, return the number
of sections
return 0
}
numberOfRowsInSection section: Int) -> Int {
// #warning Incomplete implementation, return the number
of rows
return 0
}
/*
cellForRowAt indexPath: IndexPath) -> UITableViewCell {
let cell = tableView.dequeueReusableCell(withIdentifier:
"reuseIdentifier", for: indexPath)
// Configure the cell...
return cell
}
*/
/*
// Override to support conditional editing of the table view.
canEditRowAt indexPath: IndexPath) -> Bool {
// Return false if you do not want the specified item to be
editable.
return true
}
*/
/*
// Override to support editing the table view.

override func tableView(_ tableView: UITableView, commit
editingStyle: UITableViewCell.EditingStyle, forRowAt
indexPath: IndexPath) {
if editingStyle == .delete {
// Delete the row from the data source
tableView.deleteRows(at: [indexPath], with: .fade)
} else if editingStyle == .insert {
// Create a new instance of the appropriate class, insert
it into the array, and add a new row to the table view
}
}
*/
/*
// Override to support rearranging the table view.
moveRowAt fromIndexPath: IndexPath, to: IndexPath) {
}
*/
/*
// Override to support conditional rearranging of the table
view.
canMoveRowAt indexPath: IndexPath) -> Bool {
// Return false if you do not want the item to be re-
orderable.
return true
}
*/
/*

Any?) {
}
*/
}
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// LocationDemoViewController.swift
// My Contact List
//
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//
import UIKit
class LocationDemoViewController: UIViewController {
super.viewDidLoad()

}
/*
Any?) {
}
*/
}
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Pro_Lab 12
1. Add a control to allow the user to change the accuracy setting
for the sensor, and notice how the output changes when moving
about using different settings.
2. The app now has database access code in several view
controllers. To support a cleaner design, add a database access
class that controls all access to Core Data and provides useful
methods and properties to the rest of the app.
3. Turn off the user’s permission to access location for the App
(in the Simulator, go to Settings > Privacy > Location). Run the
app again and observe what happens. Is this appropriate
behavior? How could it be improved?
4. What would happen if the code in Listing 13.10 was placed in
viewDidLoad instead of viewWillAppear? (Check
MapPoint.swift)
5. Change the text displayed on the pin to include the City for
the contact.
6. Change the cell layout to use the other two styles.
7. Expand the settings screen to allow for specifying two sort
fields. Then have the sorting be done by first one and then the
other field.
8. Choose different fields from the Contact class to display in
the table.
9. Change the display in the table to look like this instead: Main
label: Superman from Metropolis. Detail Label: Born on: April
18, 1938.
10. Change the app so when the user taps the + button to add a
new Contact, the Contact screen is put into edit mode and the
cursor placed in the first text field.

lni
David A. Garvin Competing
on the
eight dimensions
of quahty
U.S. managers know that they have to
improve the quality of their products hecause, alas,
U.S. consumers have told them so. A survey in 1981 re-
ported that nearly 50% of U.S. consumers helieved that
the quality of U.S. products had dropped during the
previous five years; more recent surveys have found
that a quarter of consumers are "not at all" confident
that U.S. industry can he depended on to deliver reli-
ahle products. Many companies have tried to upgrade
their quality, adopting programs that have heen staples
of the quality movement for a generation: cost of qual-
ity calculations, interfunctional teams, reliahility engi-
neering, or statistical quality control. Few companies,
however, have leamed to compete on quality. Why?
U.S. consumers doubt that
U.S. companies can
deliver quality.
Part of the prohlem, of course, is that un-
til Japanese and European competition intensified, not
many companies seriously tried to make quality pro-
grams work even as they implemented them. But even
if companies had implemented the traditional princi-
ples of quality control more rigorously, it is douhtful
that U.S. consumers would be satisfied today. In my

David A. Garvin is an associate professor
of business administration at the Harvard Business School .
He has published numerous articles on quahty in HBR and
other iouinals and is the recipient of McKinsey Awards for
best HBR article in 1982 and 1983. This article draws from
his book. Managing Quality, to be pubhshed by Free Press.
view, most of those principles were narrow in scope;
they were designed as purely defensive measures to
preempt failures or eliminate "defects." What man-
agers need now is an aggressive strategy to gain and hold
markets, with high quality as a competitive linchpin.
Quality control
To get a hetter grasp of the defensive
character of traditional quality control, we should un-
derstand what the quality movement in the United
States has achieved so far. How much expense on qual-
ity was tolerahle? How much "quality" was enough?
In 1951, Joseph Juran tackled these questions in the
first edition of his Quahty Control Handbook, a publi-
cation that became the quality movement's bible. Juran
observed that quality could be understood in terms of
avoidable and unavoidable costs: the former resulted
from defects and product failures like scrapped materi -
als or labor hours required for rework, repair, and com-
plaint processing; the latter were associated with pre-
vention, i.e., inspection, sampling, sorting, and other
quahty control initiatives. Juran regarded failure costs
as "gold in the mine" because they could be reduced
sharply by investing in quality improvement. He esti-
mated that avoidable quality losses typically ranged
from $500 to $ 1,000 per productive operator per year -
big money back in the 1950s.

Rcadingjuran's hook, executives inferred
roughly how much to invest in quality improvement:
expenditures on prevention were justified if they were
lower than the costs of product failure. A corollary
principle was that decisions made early in the produc-
tion chain (e.g., when engineers first sketched out a
product's design) have implications for the level of
102 Harvard Business Review November-December 1987
"Ispoke to my attorney today, Wendell, and I'm thinking of
putting you intopiay."
quality costs incurred later, hoth in the factory and the
field.
In 1956, Armand Feigenbaum took
Juran's ideas a step further by proposing "total quality
control" (TQC). Companies would never make high-
quality products, he argued, if the manufacturing de-
partment were forced to pursue quality in isolation.
TQC called for "interfunctional teams" from market-
ing, engineering, purchasing, and manufacturing.
These teams would share responsihility for all phases
of design and manufacturing and would disband only
when they had placed a product in the hands of a satis-
fied customer-who remained satisfied.
Feigenbaum noted that all new prod-
ucts moved through three stages of activity: design con-
trol, incoming material control, and product or shop-
floor control. This was a step in the right direction. But
Feigenhaum did not really consider how quality was

first of all a strategic question for any business; how,
for instance, quality might govern the development of
a design and the choice of features or options. Rather,
design control meant for Feigenbaum mainly prepro-
duction assessments of a new design's manufacturabil-
ity, or that projected manufacturing techniques should
be debugged through pilot runs. Materials control in-
cluded vendor evaluations and incoming inspection
procedures.
In TQC, quality was a kind of burden to
be shared-no single department shouldered all the re-
sponsibility. Top management was ultimately account-
able for the effectiveness of the system; Feigenbaum,
like Juran, proposed careful reporting of the costs of
quality to senior executives in order to
ensure their commitment. The two also
stressed statistical approaches to qual-
ity, including process control charts that
set limits to acceptable variations in
key variables affecting a product's pro-
duction. Tbey endorsed sampling proce-
dures that allowed managers to draw
inferences about the quality of entire
batches of products from the condition
of items in a small, randomly selected
sample.
Despite their attention to
these techniques, furan, Feigenbaum,
and other experts like W. Edwards Dem-
ing were trying to get managers to see
beyond purely statistical controls on
quality. Meanwhile, another branch of
the quality movement emerged, relying

even more heavily on probability theory
and statistics. This was "reliability en-
gineering," which originated in the aero-
space and electronics industries.
In 1950, only one-third of the
U.S. Navy's electronic devices worked
properly A subsequent study by the Rand Corporation
estimated that every vacuum tube the military used
had to be backed by nine others in warehouses or on
order. Reliability engineering addressed these problems
by adapting the laws of probability to the challenge of
predicting equipment stress.
Reliability engineering measures led to;
Techniques for reducing failure rates
while products were still in the design
stage.
Failure mode and effect analysis, which
systematically reviewed how altema-
tive designs could fail.
Individual component analysis, which
computed the failure probability of key
components and aimed to eliminate or
strengthen the weakest links.
Derating, which required that parts be
used below their specified stress levels.
Redundancy, which called for a parallel
system to back up an important compo-
nent or subsystem in case it failed.

Naturally, an effective reliability pro-
gram required managers to monitor field failures close-
ly to give company engineers the information needed
to plan new designs. Effective field failure reporting
Quality dimensions 103
also demanded the development of systems of data col -
lection, including return of failed parts to the labora-
tory for testing and analysis.
Now, the proponents of all these ap-
proaches to quality control might well have denied
that their views of quality were purely defensive. But
what else was implied by the solutions they stressed-
material controls, outgoing batch inspections, stress
tests? Perhaps the best way to see the implications of
their logic is in traditional quality control's most ex-
treme form, a program called "Zero Defects." No other
program defined quality so stringently as an absence of
failures-and no wonder, since it emerged from the de-
fense industries where the product was a missile whose
flawless operation was, for obvious reasons, imperative.
In 1961, the Martin Company was build-
ing Pershing missiles for the U.S. Army. The design of
the missile was sound, but Martin found that it could
maintain high quality only through a massive program
of inspection. It decided to offer workers incentives to
lower the defect rate, and in December 1961, delivered
a Pershing missile to Cape Canaveral with "zero dis-
crepancies." Buoyed by this success, Martin's general
manager in Orlando, Florida accepted a challenge, is-

sued by the U.S. Army's missile command, to deliver
the first field Pershing one month ahead of schedule.
But he went even further. He promised that the missile
would be perfect, with no hardware problems or docu-
ment errors, and that all equipment would be fully op-
erational 10 days after delivery (the norm was 90 days
or more).
Quality means
pleasing consumers,
not just protecting them
from annoyances.
Tvo months of feverish activity fol-
lowed; Martin asked all employees to contribute to
building the missile exactly right the first time since
there would be virtually no time for the usual inspec-
tions. Management worked hard to maintain enthusi-
asm on the plant floor. In February 1962, Martin deliv-
ered on time a perfect missile that was fully operational
in less than 24 hours.
This experience was eye-opening for
both Martin and the rest of the aerospace industry After
careful review, management concluded that, in effect,
its own changed attitude had assured the project's suc-
cess. In the words of one close observer: "The one time
management demanded perfection, it happened!"'
Martin management thereafter told employees that
the only acceptable quality standard was "zero de-
fects." It instilled this principle in the work force
through training, special events, and by posting quality
results. It set goals for workers and put great effort into
giving each worker positive criticism. Formal tech-

niques for problem solving, however, remained lim-
ited. For the most part, the program focused on
motivation-on changing the attitudes of employees.
Strategic quality
management
On the whole, U.S. corporations did not
keep pace with quality control innovations the way a
number of overseas competitors did. Particularly after
World War II, U.S. corporations expanded rapidly and
many became complacent. Managers knew that con-
sumers wouldn't drive a VW Beetle, indestructible as it
was, if they could afford a fancier car-even if this
meant more visits to the repair shop.
But if U.S. car manufacturers had gotten
their products to outlast Beetles, U.S. quality managers
still would not have been prepared for Toyota Corollas
- o r Sony televisions. Indeed, there was nothing in the
principles of quality control to disabuse them of the
idea that quality was merely something that could
hurt a company if ignored; that added quality was the
designer's business-a matter, perhaps, of chrome and
push buttons.
The beginnings of strategic quality
management cannot be dated precisely because no sin-
gle book or article marks its inception. But even more
than in consumer electronics and cars, the volatile
market in semiconductors provides a telling example
of change. In March 1980, Richard W. Anderson, gen-
eral manager of Hewlett-Packard's Data Systems Divi-
sion, reported that after testing 300,000 16K RAM
chips from three U.S. and three Japanese manufactur-
ers, Hewlett-Packard had discovered wide disparities

in quality. At incoming inspection, the Japanese chips
had a failure rate of zero; the comparable rate for the
three U.S. manufacturers was between 11 and 19 fail-
ures per 1,000. After 1,000 hours of use, the failure rate
of the Japanese chips was between 1 and 2 per 1,000;
usable U.S. chips failed up to 27 times per thousand.
Several U.S. semiconductor companies
reacted to the news impulsively, complaining that the
Japanese were sending only their best components to
1 lames EHalpin,
Zero Defects
(New York:
McGraw-Hill, 19661, p. 15.
104 Harvard Business Review November-December 1987
the all-important U.S. market. Others disputed the
basic data. The most perceptive market analysts, how -
ever, noted how differences in quahty coineided with
the rapid ascendancy of Japanese chip manufacturers.
In a few years the Japanese had gone from a standing
start to significant market shares in both the 16K and
64K chip markets. Their message-intentional or n o t -
was that quality could be a potent strategic weapon.
U.S. semiconductor manufacturers got
the message. In 16K chips the quality gap soon closed.
And in industries as diverse as machine tools and ra-
dial tires, each of which had seen its position erode in
the face of Japanese competition, there has been a new
seriousness about quality too. But how to translate
seriousness into action? Managers who are now deter-

mined to compete on quality have been thrown back
on the old questions: How much quality is enough?
What does it take to look at quality from the custom-
er's vantage point? These are still hard questions today.
Some consumer preferences
should be treated as absolute
performance standards.
To achieve quality gains, I believe, man-
agers need a new way of thinking, a conceptual bridge
to the consumer's vantage point. Obviously, market
studies acquire a new importance in this context, as
does a careful review of competitors' products. One
thing is certain: high quality means pleasing consum-
ers, not just protecting them from armoyances. Product
designers, in tum, should shift their attention from
prices at the time of purchase to life cycle costs that in-
clude expenditures on service and maintenance-the
customer's total costs. Even consumer complaints play
a new role hecause they provide a valuable source of
product infonnation.
But managers have to take a more pre-
liminary step-a crucial one, however obvious it may
appear. They must first develop a clear vocahulary with
which to discuss quality as strategy. They must break
down the word quality into manageable parts. Only
then can they define the quality niches in which to
compete.
I propose eight critical dimensions or
categories of quality that can serve as a framework for
strategic analysis: performance, features, reliability,
conformance, durability, serviceabihty, aesthetics, and

perceived quality- Some of these are always mutually
reinforcing; some are not. A product or service can
rank high on one dimension of quality and low on an-
other-indeed, an improvement in one may be achieved
only at the expense of another. It is precisely this inter-
play that makes strategic quality management possi-
ble; the challenge to managers is to compete on select-
ed dimensions.
1 Performance
Of course, perfonnance refers to a prod-
uct's primary operating characteristics. For an auto-
mobile, performance would include traits like acceler-
ation, handling, cruising speed, and comfort; for a
television set, performance means sound and picture
clarity, color, and the abihty to receive distant stations.
In service businesses - say, fast food and airlines-
performanee often means prompt service.
Because this dimension of quality in-
volves measurable attributes, brands can usually be
ranked objectively on individual aspects of perfor-
mance. Overall performance rankings, however, are
more difficult to develop, especially when they involve
benefits that not every consumer needs. A power shov-
el with a capacity of 100 cubic yards per hour will "out-
perform" one with a capacity of 10 cubic yards per
hour. Suppose, however, that the two shovels possessed
the identical capacity-60 cubic yards per h o u r - b u t
achieved it differently: one with a 1-cubic-yard bucket
operating at 60 cyeles per hour, the other with a 2-
cubic-yard bucket operating at 30 cycles per hour. The
capacities of the shovels would then be the same, but
the shovel with the larger bucket could handle mas-

sive boulders while the shovel with the smaller bucket
eould perform precision work. The "superior per-
former" depends entirely on the task.
Some cosmetics wearers judge quality
by a product's resistance to smudging; others, with
more sensitive skin, assess it by how well it leaves skin
ini tat ion-free. A 100-watt light bulb provides greater
eandlepower than a 60-watt bulb, yet few customers
would regard the difference as a measure of quality.
The bulbs simply belong to different performanee
classes. So the question of whether performanee differ-
ences are quality differences may depend on circum-
stantial preferences-but preferences based on func-
tional requirements, not taste.
Some performance standards are based
on subjective preferences, but the preferences are so
universal that they have the force of an objective stan-
dard. The quietness of an automobile's ride is usually
viewed as a direct reflection of its quality. Some people
like a dimmer room, but who wants a noisy car?
2 This framework firs I appeared,
in a preliminary form,
in my ariiele
"Whal Dues'Product Quality' Really Mean?"
Slaiin Management Review, Fall 19S4.
Quality dimensions 105
2 Features

Similar thinking can he applied to fea-
tures, a second dimension of quality that is often a sec-
ondary aspect of performance. Features are the "bells
and whistles" of products and services, those charac-
teristics that supplement their basic functioning. Ex-
amples include free drinks on a plane, permanent-press
cycles on a washing machine, and automatic tuners on
a color television set. The line separating primary
performance characteristics from secondary features is
often difficult to draw. What is crucial, again, is that
features involve objective and measurable attributes;
objective individual needs, not prejudices, affect their
translation into quality differences.
To many customers, of course, superior
quality is less a reflection of the availability of particu-
lar features than of the total number of options avail-
able. Often, choice is quality: buyers may wish to cus-
tomize or personalize tbeir purchases. Fidelity Invest-
ments and other mutual fund operators bave pursued
this more "flexible" approach. By offering their clients
a wide range of funds covering such diverse fields as
health care, technology, and energy-and by then en-
couraging clients to sbift savings among these-tbey
bave virtually tailored investment portfolios.
Employing the latest in flexible manu-
facturing tecbnology, Allen-Bradley customizes starter
motors for its buyers without having to price its prod-
ucts prohibitively. Eine furniture stores offer their cus-
tomers countless variations in fabric and color. Sucb
strategies impose heavy demands on operating manag-
ers; tbey are an aspect of quality likely to grow in im-
portance witb the perfection of flexible manufacturing
tecbnology.

3 Reliability
This dimension reflects tbe probability
of a product malfunctioning or failing within a speci-
fied time period. Among tbe most common measures
of reliability are the mean time to first failure, tbe
mean time between failures, and the failure rate per
unit time. Because these measures require a product to
be in use for a specified period, they are more relevant
to durable goods than to products and services tbat are
consumed instantly.
Reliability normally becomes more im-
portant to consumers as downtime and maintenance
become more expensive. Farmers, for example, are es-
pecially sensitive to downtime during the short harvest
season. Reliable equipment can mean tbe difference
between a good year and spoiled crops. But consumers
in other markets are more attuned than ever to prod-
uct reliability too. Computers and copying machines
certainly compete on tbis basis. And recent market
research sbows that, especially for young women, reli-
ability has become an automobile's most desired attri-
bute. Nor is the govemment, our biggest single con-
sumer, immune. After seeing its expenditures for
major weapons repair jump from $ 7.4 billion in fiscal
year 1980 to $ 14.9 billion in fiscal year 1985, the
Department of Defense has begun cracking down on
contractors whose weapons fail frequently in tbe field.
4 Confonnance
A related dimension of quality is con-
formance, or the degree to wbich a product's design
and operating cbaracteristics meet establisbed stan-

dards. Tbis dimension owes tbe most to the traditional
approaches to quality pioneered by experts like Juran.
All products and services involve speci-
fications of some sort. When new designs or models
are developed, dimensions are set for parts and purity
standards for materials. Tbese specifications are nor -
mally expressed as a target or "center"; deviance from
the center is permitted within a specified range. Be-
cause tbis approach to conformance equates good qual-
ity with operating inside a tolerance band, there is lit-
tle interest in wbether specifications have been met
exactly. Eor the most part, dispersion witbin specifica-
tion limits is ignored.
One drawback of this approach is the
problem of "tolerance stack-up": when two or more
parts are to be fit together, tbe size of their tolerances
often determines bow well they will match. Should
one part fall at a lower limit of its specification, and a
matching part at its upper limit, a tight fit is unlikely.
Even if tbe parts are rated acceptable initially, the link
between them is likely to wear more quickly than one
made from parts whose dimensions have been cen-
tered more exactly.
To address this problem, a more imagi-
native approach to conformance bas emerged. It is
closely associated with Japanese manufacturers and
the work of Genichi Taguchi, a prizewinning Japanese
statistician. Tagucbi begins with tbe idea of "loss func-
tion," a measure of losses from the time a product is
shipped. (These losses include warranty costs, nome-
peating customers, and otber problems resulting from
performance failure.) Tagucbi then compares sucb
losses to two altemative approacbes to quality: on the

one hand, simple confonnance to specifications, and
on tbe other, a measure of tbe degree to whicb parts or
products diverge from tbe ideal target or center.
He demonstrates that "tolerance stack-
up" will be worse-more costly-wben the dimensions
iO6 Harvard Business Review November-December 1987
Exhibit Two approaches to conformance
In the following graphs, shaded areas under the
curves indicate items whose measurements meet
specifications. White areas indicate items not
meeting specifications.
Production process 1
Target Specification
limit
t.45
Iri production process 1 (favored by Taguchi), items dis-
tribute closely around the target, although some items
fall outside specifications.
Production process 2
Target Specification
limit
1.45

in production process 2 (favored in traditional ' '
approaches), items ah distribute within specifications,
but not tightly around the target.
Sourcfl: L.P. Sullivan, "Reducing Variability: A New Approach
to
Duality." Quality Progress. July T984, p. 16.
of parts are more distant from the center than when
they cluster around it, even if some parts fall outside
the tolerance band entirely. According to Taguchi's ap-
proach, production process 1 in the Exhibit is hetter
even though some items fall heyond specification lim-
its. Traditional approaches favor production process 2.
The challenge for quality managers is obvious.
Incidentally, the two most common
measures of failure in conformance-for Taguchi and
everyone else-are defect rates in the factory and, once
a product is in the hands of the customer, the incidence
of service calls. But these measures neglect other devi-
ations from standard, like misspelled lahels or shoddy
construction, that do not lead to service or repair. In
service husinesses, measures of conformance normally
focus on accuracy and timeliness and include counts of
processing errors, unanticipated delays, and other fre-
quent mistakes.
5 Durability
A measure of product life, durability has
both economic and technical dimensions. Technically,
durability can be defined as the amount of use one gets
from a product before it deteriorates. After so many
hours of use, the filament of a light bulb bums up and

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