In-Flight Capability for Evaluating Skin-Friction Gages and Other Near-Wall Flow Sensors

An 8-in.-square boundary-layer sensor panel has been developed for in-flight evaluation of skin-friction gages and other near-wall flow sensors on the NASA Dryden Flight Research Center F-15B/Flight Test Fixture (FTF). Instrumentation on the sensor panel includes a boundary-layer rake, temperature sensors, static pressure taps, and a Preston tube. Space is also available for skin-friction gages or other near-wall flow sensors. Pretest analysis of previous F-15B/FTF flight data has identified flight conditions suitable for evaluating skin-friction gages. At subsonic Mach numbers, the boundary layer over the sensor panel closely approximates the two-dimensional (2D), law-of-the-wall turbulent boundary layer, and skin-friction estimates from the Preston tube and the rake (using the Clauser plot method) can be used to evaluate skin-friction gages. At supersonic Mach numbers, the boundary layer over the sensor panel becomes complex, and other means of measuring skin friction are needed to evaluate the accuracy of new skin-friction gages. Results from the flight test of a new rubber-damped skin-friction gage confirm that at subsonic Mach numbers, nearly 2D, law-of-the-wall turbulent boundary layers exist over the sensor panel. Sensor panel data also show that this new skin-friction gage prototype does not work in flight

The five phases of SME brand-building

The purpose of this article is to examine how brands are built in small-to-medium-sized enterprises (SMEs) and to develop a conceptual model of SME brand-building. The research design is based on an a priori conceptual framework that helped direct the fieldwork, data analysis and findings. A series of semi-structured interviews was conducted among 35 owner/managers from 30 firms. The results indicate that SME brands are built in a non-traditional manner and contrary to large firm brand building, with minimum brand planning and limited resources. SME brand-owner/managers and employees engage in brand exploration phases where they experiment in a spirit of trial and error based on risk-taking, commitment, creativity and willingness to learn. Based on these results, the article develops a model of the five phases of SME brand-building. The five-phase model represents an actionable framework for managers in an SME context. The model also presents scholars with a theoretical foundation upon which to construct further theory development