Singapore Airlines

Executive Summary Singapore Airlines is a premium carrier in Asia’s aviation industry. It is associated with excellent services and affordable prices. Its success is mainly attributed to its ability to pursue both cost leadership and differentiation strategies. Currently, its corporate strategy involves investing in aviation related businesses. Its business and functional level strategies focus on enhancing high service quality and achieving cost efficiency.Advertising We will write a custom critical writing sample on Singapore Airlines specifically for you for only $16.05 $11/page Learn More Singapore airline has been able to offer world class services due to the following reasons. It focuses on both process and product innovation in order to improve product quality. It is also involved in overseas ventures, improving the efficiency of internal communication and promoting a people-centered culture. It has since launched a subsidiary in Australia, Tiger Airways. Unlike SIA, Tiger Airways is a budget currier whose business model is based on a cost leadership strategy (Tiger Airways, 2011). Tiger Airways concentrates on providing low cost flights to various destinations from Australia by eliminating non-essential costs in its operations. It has not been able to achieve the same level of success as SIA due to the low quality of its services. Thus it can improve its performance by improving the quality of its services in addition to maintaining the low prices. SIA on the other hand should focus on maintaining low prices, high quality and flexibility. Introduction Singapore Airlines (SIA) is one of the most profitable and fast growing airlines in Asia’s aviation industry. Since its inception in 1947, the airline has progressively expanded by increasing its fleet size as well as the number of its routes. By 1993, the firm had the youngest fleet in the industry. Its success is mainly based on prudent management that is chara cterized by formulation and implementation of effective operation strategy (Heracleous and Wirts, 2009, pp. 1-6). This has enabled it to withstand the adverse effects of economic recessions that have been experienced in various parts of the world over the years. This paper focuses on SIA’s operation strategy by analyzing the factors contributing to the airline’s success.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Recommendations on how SIA can develop in future will also be discussed. Finally, the operation strategy of Tiger Airlines Australia, a subsidiary of SIA, will be analyzed and compared to that of SIA. Factors that Make SIA a World Class Service Provider SIA is associated with high product quality and excellent customer services. The firm’s mission focuses on offering high quality services that are also affordable to majority of its customers. Th e firm has thus been able to realize its mission by taking advantage of its strengths which include the following. Innovation and Development SIA is committed to investing in a variety of modern technology as well as product and service innovation. Innovation at the company has been achieved through on-going research and development initiatives and overseas ventures. Consequently, SIA has been able to offer new services which include free drinks, a choice of meals, in-flight phones and fax services (Johnston, 1996, p. 510). It also continues to improve the quality of facilities at Changai Airport to enhance the quality of its services. By staying ahead of its competitors in all aspects of the business, SIA is able to offer world class services. Overseas Ventures SIA partnered with Swissair and Delta Airline in 1989 in order to offer high quality flights to various parts of the world (Johnston, 1996, p. 511). The partnership enabled the firm to improve coordination of flight schedule s and sharing of airport facilities. Consequently, it has been able to avoid customer dissatisfaction arising from delays and difficulty in connecting to other parts of the world from Singapore. Customer Services SIA focuses on offering excellent customer services by encouraging its employees to be very attentive and responsive to customers’ needs. The company is able to distinguish between bad and good services by paying attention to every detail of customers’ needs (Johnston, 1996, p. 512). In order to maintain excellent customer services, the cabin crews are regularly trained on how to improve the quality of their services. Besides, the quality of the aircrafts’ cabins such as the quality of seats is also improved regularly.Advertising We will write a custom critical writing sample on Singapore Airlines specifically for you for only $16.05 $11/page Learn More People-Centered Approach The management aims at developing its human re sources in order to enhance the quality of services. It focuses on hiring talented employees who bring new ideas on how to improve the quality of services (Johnston, 1996, p. 512). The human resources department helps employees to improve their skills through training. Such training programs not only aim at improving existing skills but also aim at creating new ones. Consequently, the employees are able to offer excellent services at all levels in the company. Efficient Internal Communication Effective and efficient communication has been achieved at SIA through various newsletters and magazines (Johnston, 1996, p. 513). This has enabled the firm to effectively communicate its strategic objectives to its employees. The employees are also informed of their performance targets as well as the company’s commitment to improve the quality of services. Thus, teamwork, coordination and quality of services have tremendously improved over the years. SIA’s Operation Strategy Oper ation strategy refers to the â€Å"total pattern of decisions which shape the long-term capabilities of any type of operation and their contribution to the overall strategy through the reconciliation of market requirements with operations’ resources† (Dess, 2002, p. 76). Thus, it is the tool used by the management to determine how to offer services to customers. SIA’s operation strategy can be described as follows. Corporate Level Strategy The corporate level strategy directs the activities of the firm by defining the long-term goals and objectives to be achieved. It is normally expressed in the company’s mission statement. SIA’s corporate strategy focuses on providing high quality and affordable services. As an airline, SIA concentrates in the business of providing air transportation services from Singapore to various parts of the world. Consequently, the firm has been investing in air transportation alongside related businesses such as ground han dling services, aircraft maintenance and catering services. The related businesses provide supportive services that help in improving the quality of the firm’s air transportation services (Daraban and Fournier. 2008, pp. 15-24).Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, the aircraft maintenance segment helps in maintaining the efficiency of the aircrafts while the catering segment provides meals to passengers. Most of the company’s resources are channeled towards improving the transportation segment since it is the core business of the firm. Business Level Strategy Business level strategy defines the dimensions along which a firm should compete in its industry as well as the relevant goals and objectives that it should pursue (Feiler and Goodoritch. 2009, pp. 55-64). SIA’s mission is to provide high quality services at competitive prices. Consequently, it competes along the dimensions of high product quality and competitive prices. The firm’s products are differentiated in terms of their high quality and affordable prices. SIA’s strategic objective thus is to remain profitable and achieve rapid growth through world class services. Functional Level Functional level strategy is concerned with how the various functions such as marketing contribute to the overall strategy. It is also concerned with the objectives of the organization’s functions and how resources allocated for such functions should be managed (Hazeldine, 2010, pp. 40-43). At SIA, the human resources management contributes to the overall strategy by hiring talented employees as well as creating new skills through training. The marketing activities focus on high service quality by paying attention to detail and developing products that meet customers’ needs. Customer services contribute to the overall strategy by promoting responsiveness to customers’ needs. Finally, the financial management initiatives help in accessing the capital for implementing the overall strategy through acquisitions and partnerships/ joint ventures. Effectiveness of the Strategy The effectiveness of SIA’s strategy can be evaluated in terms of the five operation performance objectives namely, cost, quality, speed, dependabi lity and flexibility. SIA has been able to achieve cost effectiveness by flying a young fleet thereby saving fuel and maintenance costs. It has also been able to connect passengers to various destinations at low costs by forming an alliance with Swissair (Johnston, 1996, p. 511). High product quality has been achieved through product innovation, staff training and investment in modern technology. Quick decision making and execution of various tasks has been realized through effective and efficient internal communication systems. On-going research and development has enabled the firm to offer consistent services (dependability). Besides, it has enabled the firm to remain flexible in its operations. For example, the airline has aircrafts of different sizes; thus it can easily change the amount of capacity deployed to a particular route as demand changes. SIA Development in Future: Platts-Gregory Procedure The Platts-Gregory procedure points out the difference between the requirements of the market and the achieved performance of the company. The difference or gap between the two can be reduced by formulating and implementing an effective operation strategy. The Platts-Gregory is implemented in three stages which can be illustrated by figure 1. Figure 1 Step One The company’s current market position is defined at this stage by evaluating the opportunities available to it as well as the threats facing it in the industry. Hence, the market demand facts such as the expected product characteristics, quality, flexibility, lead-time and prices must be assessed (Franke, and John, 2010, pp. 19-26). SIA is a market leader in Singapore’s aviation industry. Currently, it offers exemplary services in the industry. However, not all customers are satisfied with the quality of its services and thus the firm must consistently improve the quality of its services. Effective and efficient communication and coordination has enabled the firm to reduce the delivery time . Thus the services are provided at an acceptable speed. Extensive investment in research and development has also enabled the firm to maintain flexibility in its operations. This means that SIA can easily vary its level of production inline with demand dynamics. Even though SIA focuses on providing affordable services, it is not the lowest cost producer in the industry. Low-cost airlines in Singapore are currently the lowest cost producers (Graham, 2009, pp. 306-316). Consequently, SIA is not able to compete with them on the line of low prices. We can conclude that there is a small difference between customers’ needs and the actual performance of SIA. This means that the actual performance of SIA satisfies the customers’ expectations to a great extent. Step Two This stage involves evaluation of the capability of the firm’s operation in terms of its scope, facilities, and capacity. The scope of SIA’s operation enables it to offer a variety of services to its customers. These include in-flight phone and fax services, world class entertainment and efficient connection to a variety of destinations. SIA also boasts of modern and adequate facilities such as new aircrafts, modern airport lounges and aircraft maintenance facilities. These help it to improve its efficiency and level of customer satisfaction (Morrell, 2008, pp. 61-67). The management has been able to expand the capacity of the firm through various expansion programs such as acquisition of additional aircrafts, joint ventures and alliances as well as expansion of airport facilities. Thus they have been able to cope with the increase in demand for their services. Step Three In step three, new strategies are developed to enable the company compete effectively within its industry. The new strategies will thus be discussed in terms of the market demand facts highlighted in step one. Delivery lead-time can be improved by reducing the time required to provide the services. For inst ance, the flight delay and cancelation rates should be reduced to less than 5%. Time limits should be set for delivering in-flight services such as serving drinks (Morrell, 2008, pp. 61-67). For example, such services can be provided within one minute. Reliability relates to the firm’s consistency in offering particular services to customers. SIA can improve its reliability by identifying a particular range of products and provide them at a standard high quality to the customers (Nicolau, 2010, pp. 254-260). This means that the firm should not compromise on the availability and quality of its products. Maintaining high levels of flexibility is important due to the seasonal fluctuations in demand for flights. SIA should thus improve its flight schedules in order to serve its route network effectively. Deployment of capacity to particular routes should be informed by the level of demand (Nicolau, 2010, pp. 254-260). The quality of SIA’s services is currently very high. H owever, continuous innovation and employee training can help in maintaining or improving the quality of the services. Finally, emphasis must be placed on cost efficiency in order to reduce prices. The effectiveness of the new strategy should be evaluated in terms of the roles of order winning and qualifying factors. Order winning factors are those that have direct and significant influence on the firm’s ability sell its products (Dess, 2002, p. 143). They include timely arrivals and departures, safety and affordable prices. Order winning factors must be improved for the business to increase its sales. Qualifying factors are those that are important but have no direct influence on the firm’s ability to sell its products. They include meals and drinks during flights. Qualifying factors must be there so that the firm’s products can be considered by customers. The role of these factors in the products life cycle is illustrated in figure 2. Competitors The firm†™s products should be compared with those of the competitors by considering the following parameters. The order winning factors should offer crucial advantages to customers. Qualifying factors should be comparable to industry standards. The products should be â€Å"consistently and clearly better than the nearest competitor’s products† (Dess, 2002, p. 144). They should also be better than those of most competitors. SIA’s Current Operation Strategy SIA has positioned itself as â€Å"a premium carrier with high levels of innovation and excellent levels of services† (Heracleous and Wirts, 2009, pp. 1-6). Besides, it has given precedence to profitability over size. The key aspects of its operations include continuous human resources development and rigorous product design. SIA’s strategy at the corporate level involves diversification by investing in related businesses. Currently, SAI group has 36 subsidiaries and associated businesses. Some of its s ubsidiaries include â€Å"Tiger Airlines, Singapore Airport and Singapore Engineering Company† (Heracleous and Wirts, 2009, pp. 1-6). SIA is a member of the Star Alliance and has also invested in aviation related businesses in India and China through alliances and joint ventures. The use of modern information technology is an integral part of its strategy. The technology is particularly used to enhance customer services and to improve efficiency. At the business level, SIA focuses on providing premium services through product differentiation. The high quality product/ services are also provided at prices that are comparable to those of low-cost carriers. Thus SIA pursues â€Å"a dual strategy of differentiation and cost leadership† (Harvey, 2010, pp. 287-307). At the functional level, various processes such as marketing are aimed at improving the quality of services and lowering the cost of providing such services. The five pillars of SIA’s current strategy can be described as follows. First, it focuses on rigorous product design and development. At SIA, the process of designing and developing products is viewed as a structured effort (Heracleous and Wirts, 2009, pp. 1-6). It has a product development department that perfects and adequately tests any changes prior to their introduction. The department designs new products, tests them and assess customers’ reactions before such products are introduced. Second, SIA concentrates on total innovation. Its aim is â€Å"to be just a bit better in all its functions and offerings than its competitors† (Heracleous and Wirts, 2009, pp. 1-6). It focuses on constant incremental innovation which is cost-effective but delivers the desired quality. Third, SAI aims at achieving strategic synergies through diversification. The subsidiaries act as training grounds and source of learning for employees. Fourth the firm prefers to remain profitable rather than increasing its size. Finally, it conc entrates on developing employees through appropriate training. The current strategy is comparable to the recommendations discussed above since it promotes maintaining low cost in production and enhancing high service quality through differentiation. The corporate level strategy is also comparable to the recommendations due to the fact that diversification enables the firm to invest in businesses that support its core activity of proving excellent air transportation services (Duvan, 2005, pp. 448-454). Besides, it improves the profitability of the firm thereby creating resources for implementing the overall strategy. Tiger Airways Australia Tiger Airways is jointly owned by Tiger Airways holding ltd, Singapore Airlines and Dahlia Investments ltd. Unlike SIA, Tiger Airways is a budget carrier that competes along the dimensions of low costs. Its business model is based on maintaining simplicity in order to achieve the lowest operating costs. It concentrates on evaluating every aspect o f its operations in order to eliminate non-essential costs. Tiger’s strategic objective is to maximize profits by developing a route network that is characterized by a high passenger load factor and prudent management of capacity (Tiger Airways, 2011). Thus the development of Tiger Airways did not follow the operating strategy of SIA. While Tiger Airways concentrates solely on cost leadership, SIA focuses on both cost leadership and differentiation. Problems Associated with Tiger’s Operation Strategy SIA went wrong in formulating the operation strategy for Tiger Airways. To begin with, SIA over emphasized the need to maintain low production costs in the industry. While the company managed to provide the lowest prices in Australia, it neglected the need to provide high quality services (Forsyth, 2010, pp. 204-255). This can be explained by the complaints raised by customers and the industry regulator about its poor services. In 2010 Tiger had a low on-time departure rat e of only 73.9% as well as a low on-time arrival of 72.8% (Tiger Airways, 2011). In 2011, it received about four warnings from the industry regulator for failing to comply with the security requirements at various ports in Australia. Consequently, its services were suspended in July 2011 by the Civil Aviation Authority. The poor services not only led to high levels of customer dissatisfaction but also led to huge losses. After resuming its operations, the airline had to reduce the size of its fleet and route network due to low demand. The management also failed to correctly judge the level of competition in the industry. When Tiger Airways lowered its prices in order to attract customers, other airlines such as Qantas did the same (McGurk, 2009, pp. 635-652). Since Tiger was not able to sustain the low prices for long, it found itself introducing extra fees for non-essential services. For example, it introduced a fee for check-in luggage and ticketing services at check-in. The overa ll effect was an increase in its prices which was against its cost leadership strategy. There was no focus on staff training and development at Tiger Airlines. Staff development through adequate training and skill improvement programs has been one of the major organizational pillars of SIA (Heracleous and Wirts, 2009, pp. 1-6). Its failure to replicate the same staff development programs at Tiger Airlines can be explained by the mistakes made by the cockpit crews in 2011. Despite the several warnings issued by the Civil Aviation Authority to Tiger Airline, its pilots kept flying their aircrafts very low at the Sydney Airport. Consequently, they risked causing accidents at the airport and losses to the company. Besides, such mistakes led to low customer confidence on the company’s safety standards. Need for a Different Approach SIA should have approached the launch of Tiger Airways differently due to the following reasons. First, the budget carrier business is not well develop ed in the region. Thus customers are not only interested in low prices but are also emotionally attached to various add-in services such as in-flight drinks (Trethway, 2004, pp. 3-14). Second, the customers are very demanding in terms of their expectations on the quality of services. Consequently, SIA should have focused on introducing the high service quality at Tiger Airways. Finally, SIA had the resources and technical capability to initiate innovation at Tiger Airways in order to provide high quality low-cost services. For instance a service department should have been established to design and introduce new products that ensure low operating costs without compromising the quality of services (Trethway, 2004, pp. 3-14). Recommendations SIA’s ability to offer world class services is based on its commitment to product and process innovation through research and development. Its success is attributed to the fact that it has been able to simultaneously pursue cost leadership and differentiation strategies. However, it can consider the following recommendations in order to improve its profitability in future. First, SIA should join new markets through joint ventures and partnerships (Trethway, 2004, pp. 3-14). For instance it can join emerging economies in Asia and Africa which are currently under serviced in order to increase its profits. Second, it should formulate its growth strategies within the strategic foresight framework. This will enable it to identify future customer needs. Hence it will be able to develop new products and identify new markets to satisfy emerging needs. Finally, it should focus on strengthening its core competencies such as excellent customer services in order to maintain its competitiveness. Tiger Airways on the other hand should consider the following recommendations. First, it can adopt cooperative growth strategies such as outsourcing alliances and supplier alliances (Trethway, 2004, pp. 3-14). These strategies will enable it to reduce its operating costs by outsourcing non-core activities. Hence it will be able to charge low prices without compromising quality. Second, it should concentrate on improving the quality of its services in order to attract new customers and retain the existing ones (Trethway, 2004, pp. 3-14). Finally, it should also diversify into related business with the aim of improving its revenues. References Daraban, B. and Fournier, G. 2008. Incumbent Responses to Low-Cost Airline Entry and Exit: A Special Autoregressive Panel Data Analyses. Research in Transport economics, 24(1), pp. 15-24. Dess, G. 2002. Strategic Management. New York: McGraw-Hill. Duvan, D. 2005. Public-Stakeholder Perception of Airline Alliances: the New Zealand Experience. Journal of Airline Transport Management, 11(6), pp. 448-454. Feiler, G. and Goodoritch, T. 2009. Decline and Growth, Privatization in Middle East Airline Industry. Journal of Transport Geography, 2(1), pp. 55-64. Forsyth, P. 2010. Environment and Financial Sustainability of Air Transport: Are they Incompatible? Journal of Air Transport Management, 17(8), pp. 204-255. Franke, M. and John, F. 2010. What Comes Next After Recession? Airline Industry Scenarios and Potential End Games. Journal of Air Transport Management, 17(1), pp. 19-26. Graham, M. 2009. Different Model in Different Space or Liberalization Optimization? Comparative Strategies among Low-Cost Carriers. Journal of Transport Geography, 17(4), pp. 306-316. Harvey, G. 2010. Cleared for Take-Off? Management Labor Partnership in the European Civil Aviation Industry. Journal of Industrial Relations, 10(3), pp. 287-307. Hazeldine, T. 2010. Legacy Carriers Fight Back: Pricing and Product Differentiation in Modern Airline Marketing. Journal of Air Transport Management, 17(1), pp. 40-43. Heracleous, L. and Wirts, J. 2009. Strategy and Organization at Singapore Airlines: Achieving Sustainable Advantage through Dual Strategy. Journal of Air Transport Management, 10(2), pp . 1-6. Johnston, R. 1996. Singapore Airlines. New York: McGraw-Hill. McGurk, J. 2009. Contrasting Management and Employment Relations Strategies in European Airlines. Journal of Industrial Relations, 51(2), pp. 635-652. Morrell, P. 2008. Can Long-Haul Low-Cost Airlines be Successful? Research in Transport economics, 24(1), pp. 61-67. Nicolau, J. 2010. Testing Prospect Theory in Airline Demand. Journal of Air Transport Management, 16(4), pp. 254-260. Tiger Airways, 2011. Investors Relations. [Online] Web. Trethway, M. 2004. Distortions of Airline Revenues: Why the Network Airline Business Model is Broken. Journal of Transport Management, 10(1), pp. 3-14. This critical writing on Singapore Airlines was written and submitted by user Eden Kerr to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

tribal essays

tribal essays The Hopi are a group of Shoshonean-speaking American Indians living in the well-known pueblo type of primitive apartment-house towns placed on and at the foot of three mesas in northeastern Arizona. They have been settled there since about 1200 A.D. (Aberle). The original Hopi reservation was established by executive order in 1882 (Born A Chief). The history of the Hopi, though it contains little aggressive warfare, is full of conflict with the Spanish, with non-Pueblo Indians, and with the Americans. The Hopis are a farming and herding tribe. They live a life full of uncertainties though because of the scarce and unpredictable rainfall, cold winters, killing frosts, and hot summers. All the uncontrollable forces of nature made it necessary for hard work even though they never knew how much it would actually pay off in the end. With the threat of famine always there; even today it is not uncommon to see families with a years worth of corn stored away as a safeguard. Starvation did occur sometimes because of all these factors in the worst scenarios. In the 1880s drought and famine killed hundreds and left an indelible mark on anyones memory that was alive at that time (Hall). The book states the people went crazy from hunger and hallucinated about food. They hauled their water in jugs from the springs at the bottom of the mesas, which were a mile away. They collected their wood from the dead junipers on the tablelands for their homes. They tilled their fields in the sand dunes and washes traveling anywhere from three to twenty miles on foot to get there (Hall). Planting is done periodically in May and June harvesting in September. Fields and gardens require a lot of attention so that they will be kept from harms way. Corn and beans is their main agricultural base. Herding of sheep, cattle, goats, and other animals was mens work and they came with their own complications: the haz...

Greek and British Political Systems Essay Example | Topics and Well Written Essays - 1000 words

Greek and British Political Systems - Essay Example System of governance: The country was ruled by a monarchy until a military dictatorship forced the king of the country to flee the country in 1967. A democratic form of government was created in 1974 along with the abolition of monarchy. â€Å"A military dictatorship, which in 1967 suspended many political liberties and forced the king to flee the country, lasted seven years. The 1974 democratic elections and a referendum created a parliamentary republic and abolished the monarchy.† (World Fact Book: Greece: Background). The country which is also known as the Hellenic Republic is qualified to be called a parliamentary republic. Constitution: The constitution of the country was created in 1975 soon after the country adopted a democratic form of government in 1974. it was in effect the adoption of the same constitution that was adopted from the one created in 1952, but removing all clauses that were related to monarchy. Amendments were made in 1986 and 2001. the constitution had causes that were similar to constitutions that were associated with democracies. Some of the major clauses were equality of Greeks, freedom of personality, the inviolability of home and private life, the right of petition, assembly and association, the right to work and unionise, the protection of the environment etc. (The Fifth Revisionary Parliament of the Hellenes Resolves). Head of state: The head of state in Greece is the president. He is elected by secret ballot by the parliament and has limited powers. The maximum period that a person can be president is two years and during that time no other posts, positions or functions can be taken up. A two thirds majority is needed from the parliament to be elected to the post. The presidents powers are more representative of the country in nature and real powers of governance are vested with the prime minister and the Greek Parliament. Legislative Power: As in most democracies the legislative power rests with the Greek parliament headed by the prime minister. A parliament member can hold the term of office for a period of four years. There are 300 members in the parliament and election is though secret ballot. The president shall appoint the leader of the majority party as prime minister. Judiciary: The country has there types of judiciary namely the civil, criminal and administrative courts. The highest judiciary is the Supreme Court of the country known as Areios Pagos. Administrative Divisions: For the purpose of governance the country is divided into 51 administrative division or prefectures called nomos in Greek. Political Parties: The main political parties in the country is the ruling New Democracy party (New Demkratia), the Panhellenic Socialist Movement (PASOK) and the Communist Party of Greece (KKE). Others include the Coalition of the Left and the Progress (SYRIZA) and the Popular Orthodox Rally (LA.O.S). A comparison with the British Political System: System of governance: The United Kingdom of Great Britain and Northern Ireland also includes Scotland and Wales. Unlike modern Greece, Britain is having an uneasy truce after a long period of violence with Ireland. Britain follows a system known as Constitutional monarchy. The country is one of the longest free states in

Female Vietnam Veterans Heal From the Oppressions of War A Spiritual Essay

Female Vietnam Veterans Heal From the Oppressions of War A Spiritual View of Forgiveness From the Inside Out - Essay Example Psychological disorders have impaired the once healthy mental and emotional well being of veterans. The guerrilla style of warfare executed during this war intensified the horror of deployed military personnel. Being the longest war that the United States has experienced, the Vietnam War has tremendously impaired the psyche of the Americans. The atrocities of the Vietnam War were enormous especially for American female military personnel engaged in this war. Aside from the shocks and trauma from war encounters, some of them were also victims of sexual discrimination and sexual abuse. According to Hilder (2004), nearly 30% of women US veterans from Vietnam War experienced sexual encounters â€Å"accompanied by force of by threat of force.† These made the Vietnam War a repugnant event that made those who committed these vicious crimes unforgivable to them. The atrocities that they experienced in the war were in themselves, traumatic. However being discriminated and abused by their fellow military personnel intensify these emotional scars to a point that these have been transformed into hatred. Time can allay and completely heal the fear that one has, the traumas was brought up by the cruelty of their enemies; yet deep-seated animosity and hatred due to these sexually related misdeeds that they received from some men cannot be healed without forgiveness. Forgiving others eases up pent-up anger and hatred. It is actually a "response to an injustice or a moral wrong (What is Forgiveness)." In war injuries comes from a wide array of causes that eventually result into a diversity of effects. It can lead to serious damage such as grave and even lasting psychological, emotional, and spiritual defects. But what is even more shocking and unbearable is the betrayal of your trust to your comrades especially so when females have been sexually harassed by their peers. The research of Fontana and Rosenheck (1998) on female Vietnam War veterans, who had experienced sexual stress, concluded that sexual discriminations and abuses are toxic for the development of post-traumatic stress disorder. Here is where the healing power of forgiveness should take place. Unlike the psychological and emotional harm inflicted on them during the war which they voluntarily submit themselves into; what exacerbates the malady of the female Vietnam War veterans is the fact that they suffered a harsher and more contemptible experience from their male comrades who discriminated them. Psychological, emotional and spiritual injuries that they received from the Viet Cong can be healed by psychotherapeutic means. But without forgiving the sexual misdemeanors of their male company, the toxic effects of hatred will continue to retard their healing process. Forgiveness, especially when done methodically and scientifically will unclog the animosity inside her and free her from the harsh effects of hatred. Drs. Robert Enright and Gayle Reed conceived the Process Model of Forgiving. This healing method aims to use the power of forgiveness in psychotherapy. It has four phases: Uncovering, Decision, Work and Outcome/Deepening Phase. Uncovering Phase - In this first phase, a person, in the case of Vietnam War veterans, the female military personnel, has become acquainted with the emotional pain that she receives from the immoral and unjust injury. Her resentment towards the abusers is to be felt to the fullest. Decision Phase - This honest recollection and uncovering of her emotional pain can already heal some of the symptoms of her psychological and emotional distress. But she should make a decision on whether she should take steps on what to do about her hatred to the ones offended

Entry Strategy In Emerging Markets Essay Example | Topics and Well Written Essays - 3000 words

Entry Strategy In Emerging Markets - Essay Example However before entering into the markets, the organizations should study the vulnerability of the market conditions and various socio economic factors which are mentioned below. Based on the analysis of the factors the organizations should decide whether it has the necessary potential for setting up a business in the country and also should devise the entry strategy accordingly. The factors which are of prime importance are discussed below Political Factors: The consequence of the political issues is of a high significance to the business. While investigating into the political factors, matters relating to the policymaking of diverse regions are all taken into consideration. These fields include the administrative, provincial, nationwide and worldwide aspects. Another vital part which is included under the political factors is the consequence which businesses have to face due to alteration in the government both in the local and countrywide level. Multinational businesses also need t o properly understand the official policy which a government offers towards other countries (Wiiliams & Green, 1997, p.162). Economic Factors: The economic factors recount the components which influence the economic position of the business. The economic issues thoroughly deal with the economic and the fiscal strategy of the government. It is quite clear that the economic recessions relating inflation also disturb the officialdoms. The power of the national economy is a major factor which organizations do ponder upon. Alteration in taxation rate and bilateral trade agreements amongst the countries are also thoroughly administered (Walters, 2006, p 208)... This report stresses that the analysis of the different market entry strategy shows that all the strategies discussed above offers a range of advantages and also does have some limitation. However in context of the analysis of the market entry strategy in the BRIC nations it has been found that the countries like China ,India , and Brazil are the emerging nations and the foreign organizations looks to invest over there because of the wide range of benefits. Brazil is one of the nations in the BRIC community and its economic stability has made it one of the desired countries for the investors. The study reveals that the strategy of joint venture has been applied by most of the foreign multinational in the country. The reason for the choice is quite obvious as joint venture allows having a close look at the market and reduces the exposure to a wide variety of risk. This paper makes a conclusion that the option of joint venture also provides additional benefit to organizations in countries like India. The help from a local organization provides guide to the foreign companies for penetrating the market and build up a strong presence in the market. The corruptions in the market also can be reduced through the strategic alliance. As a result of the strategic alliance, the local organizations are also benefited considerably and in overall it helps to increase the stability of the economy.

A brief history of Ryanair

A brief history of Ryanair A brief history of Ryanair is set out to provide a background of submissions. Ryanair is Europes largest low-fare airline and based in Ireland.  This is a public listed company who are trade on Dublin, London and New York (NASDAQ) Stock Exchange stocks.  It is committed to low cost airfares and introducing competition to the European flag airlines and air transport market growing alliance.  It has the ability to provide passengers with the industrys lowest fare is dependent to a large extent, the low cost and high efficiency of the airport.(RYANAIR LIMITED 2007) Ryanair, started operations in 1985, launched 15 flights a day between turbine support and London Gatwick Airport Waterford.  The beginning of the companys commitment to providing low-fare air travel to the Irish public contrast, oligopoly pricing is provided in time for Aer Lingus and British Airways.  Ryanair was the first European airline set up a special low fares and competition within the European short-haul routes.  In the companies of first year, its 57 employees carried just over 5,000 passengers in this original route. In 1986, Ryanair routes into Dublin-London, which was jointly owned by the two countries, the airlines, which Aer Lingus and British Airways. In Dublin, London route has been stalled about 1 million passengers each year from 1975 to 1985, when some of the features the highest air fare per kilometer in Europe. Before Ryanair to join this route, the normal flight between Dublin and London in 1985 was  £ 209 return. Ryanair began service on May 23, 1986, to introduce the launch of the fare  £ 94.99 return. In its second full year of operation, Ryanair has just 120 employees to carried more than 82,000 passengers on two routes. In the next three years (1987-1989), the rapid expansion of Ryanair routes opening up many new Irish and British, and to improve its fleet. However, while customers continue to flock to Ryanairs low fares, the cost does not control, and the companys accumulated losses. By 1990, the company employs 350 people, operating 14 aircraft (4 different types), was carrying 600 000 passengers, but had managed to loss of  £20 million in just 4 years. These losses are mainly due to over expansion and the inability to strictly control costs, the deregulation of the market, and these new cost control is essential to the ability to provide low-cost services of the profits. 1994 also saw the acquisition of Ryanairs first Boeing 737 aircraft used orders for six second-hand 737-200 series aircraft (130 seats) was purchased directly from Boeing. In the next three years to buy fifteen 737-200 aircraft were to make the fleet to twenty-one 737-200s. In line with the expansion of the fleet, more new routes form Ryanair is to open up the Irish by the British, increase frequencies, providing a total of all the routes, an the ticket prices were reduced even further. As a result in 1995, the airlines 10th anniversary, Ryanair has become the largest airline in Dublin-London routes, and they operate in each line on which it operated (in terms of traffic routes), total 2.25 million passengers per year and labor Now more than 600 people. After 1997, the EU air transport deregulation, the airlines was free for the first time open up new routes to continental Europe. Service was launched in Stockholm from London Stansted and Oslo efficient secondary airports, as well as in Paris and Brussels from Dublin and efficient secondary airports. Similarly, Ryanair to enter these markets fare over 80%, respectively, lower than the most expensive week, and then by the flag carrier airline fares. Positive response and a large number of passengers low fares in these arrived in the European market for the first time. Ryanair was the first low-fare airlines to provide scheduled flights from Britain to Continental Europe and vice versa. 1997 also saw the Ryanair Holdings plc float in Dublin and New York (NASDAQ) stock exchange. At that time, the airline is the capital of IR £300 million in the infrared market value and more than 3 million visitors each year to bring its network of 18 routes. Despite this success, Ryanair remains committed to lowering fares, increase service frequency, and to maximize the low-fare seats to the number of business and leisure travelers. Ryanair was a direct competition with a lot of Europes largest airlines, including British Airways, Scandinavian Airlines, Alitalia, Lufthansa, Sabena, Air France, Aer Lingus, but offer low fares unparalleled of The package, on-time flights, high frequency, and friendly in-flight service, Ryanair is continuing to be successful, winning increasing public and customer support. In 1999, Ryanair announced an up to 45 new Boeing 737-800 series aircraft for the two billion U.S. dollars next major investment plans. This is the latest and most modern Boeing aircraft. The first five aircraft to be delivered to Ryanair in 1999, and five more scheduled for delivery each year thereafter. Ryanair is the lowest in Europe and is to provide the latest and most modern air fares on Europe. Ryanair announced in 1999, another record performance, operating 35 routes to 11 countries, the carrying almost of the nearly 600 million passengers. Ryanairs customers to enjoy high-fare competition is the flag carrier airlines from Europe collected 300 million pounds worth of savings. At that time the company employs were more than 1,200 people. Ryanair launched in early 2000, Europes biggest travel website at www.ryanair.com, which launched within 3 months has taken over 50,000 bookings per week, by offering low airfares which start from as little as  £ 1 return taxes on Glasgow London plus tax and  £9 return plus taxes on Dublin-London route.In February 2000, Ryanair announced 10 new European routes for the summer of 2000, the service from London (Stansted) to Malmo in Sweden; Hamburg (Là ¼beck) in Germany; Verona (Brescia), Sardinia (Alghero), and Lamezia in Italy; Provence (Nimes), and Perpignan in France, and Shannon in Ireland. The airline has also introduced two new low fare services from Frankfurt (Hahn) Shannon in Ireland last summer, and to Glasgow (Prestwick) in Scotland. So far in 2001, Ryanair has launched seven new routes in the UK and to increase the capacity on number of existing lines. In February of this year, Ryanair announced that its first mainland Charleroi in Brussels, the European base would initially be open from its seven destinations in the provision of services. Ryanair will build the airport in Ireland, the base has been the basis of the cost of more competitive and cost-oriented regulation of airport / facility. This year, Ryanair will offer 36 Boeing 737 aircraft fleet and will be about 9 million passengers. Unfortunately, only about 18% will come from the traffic in Ireland as in the regulation of the airports competitive cost and inefficient infrastructure. It have be clear from the background that Ryanairs rapid growth of routes and traffic will continue to focus on low-cost, high efficiency of the airport, in order to minimize costs and ensure that the airports rapid turnaround time and maximum efficiency of the aircraft. This is a major factor in Ryanairs ability to guarantee the lowest fares in Europe.( RYANAIR LIMITED 2007) 2.Environmental and European airline industry analysis 2.1 External analysis   PESTLE PESTLE analysis is a short form for political, economic, social, technological, environmental and legal (Channon, 1997). PESTLE analysis has  provided a comprehensive detailed list, possibly affects successful or the defeat, especially strategy  (Johnson and Scholes, 2007). Political Some countries grant preferential treatment to companies from their own country. From the case study also pointed out that the French government attempted to protect Air France-KLM by forcing easyJet and Ryanair to move the staff they employ on French soil from British contracts to more expensive French ones Economic Fuel prices, because they increase the problems caused a major airline industry, if they do not hedge they had to cut corners to save costs in other areas. All the airlines are working to reduce costs and increase their profit margin, they reduce the cost of the effort will have a negative affect on the pilots and staff because as they may have low wages of lack benefits that would otherwise have been there. There are problems, the market increasingly competitive, as in emerging and developing countries have more people hope that have more airlines, so in order to adapt to this, by reducing industry profits. With the current economic crisis may be the demand for flights in the fall, because we are in recession, layoffs and people therefore have less disposable income means that they cannot leave. This may be a favorable low-cost aviation industry for people who can still afford the holiday will be looking for cheaper alternatives. Social-cultural Passengers are now not only need the cheapest fares, they also need a comfortable chair, safety and never lose their luggage, and the best facilities and etc. Technological Technology has improved, which means that the industry is changing, becoming more environmentally friendly and efficient. More effective infrastructure of airports are means that many airports of the airlines can charge more fall from the sky. Environmental There are new laws that say that the airline industry has to be more environmentally friendly therefore the manufacturers, designers and airline companies have to combat this together in order to decrease carbon emissions and make the industry less harmful to the environment in order to comply with EU regulations. Legal The whole industry is very strict control laws, but also because they have to constantly adapt to new changes in law, i.e. not allowing the liquid on board. These contracts to the industry has their pilots did not seem to benefit the workers as it contributes to the company soon which may change soon and the company will have to adapt to this. 2.2 Internal analysis five forces framework   Porters five forces is an important tool for analyzing the organizational structure of the process of strategic industries. It is used to understand the strategic business opportunities and threats should be consistent with the organization of the external environment (Dagmar Recklies, 2001). Threat of entry à ¢Ã¢â€š ¬Ã‚ ¢ Some barriers to entry: à ¢Ã¢â€š ¬Ã‚ ¢ High capital investment à ¢Ã¢â€š ¬Ã‚ ¢ limited availability of slots to make them more difficult to find the suitable airport. à ¢Ã¢â€š ¬Ã‚ ¢ instant price wars if erode the existing LCC route. à ¢Ã¢â€š ¬Ã‚ ¢ Need low-cost basis à ¢Ã¢â€š ¬Ã‚ ¢ Flight Authorizations In Europe, low-cost carriers were increase in 2006. Although expressed in the European airline industry is a large number of entrants and competitors, but as many as 50 have gone bankrupt, been taken over, missing or had never left the ground. Therefore, the threat of entry Ryanair face is media. Threat of substitutes à ¢Ã¢â€š ¬Ã‚ ¢ Customer are No brand loyalty à ¢Ã¢â€š ¬Ã‚ ¢ No close customer relationships à ¢Ã¢â€š ¬Ã‚ ¢ No switching costs to customers à ¢Ã¢â€š ¬Ã‚ ¢ Other modes of transport, such as Eurostar, high-speed trains, Eurolines, ships, cars, etc. Passengers will choose the train, because do not want to face the inconvenience and cost of checking baggage, spend more extra time in airport security line. The train is the only alternative of airline to the threat of an alternative airline of Ryanair is low. Bargaining Power of Customers à ¢Ã¢â€š ¬Ã‚ ¢ Customers are Price-sensitive à ¢Ã¢â€š ¬Ã‚ ¢ Switch to another airline is relatively simple and does not involve high costs (internet, all airlines are online) à ¢Ã¢â€š ¬Ã‚ ¢ Customer understand about the cost of providing services à ¢Ã¢â€š ¬Ã‚ ¢ No loyalty Although the customers complaints, they feel disturbed about Ryanair has been trying to sell them something of the aircraft. Although some passengers, they need comfortable seating, security will never lose their luggage, the best such facilities and Ryanair has been graded as the worlds most disliked airline in the survey of Ryanair, but they do not want to change and continue to focus on cutting costs, to provide low fares. Therefore, the buyer bargaining power is low. Power of supplier à ¢Ã¢â€š ¬Ã‚ ¢Boeing is a major supplier of RA à ¢Ã¢â€š ¬Ã‚ ¢ Only two potential suppliers of aircraft Boeing and Airbus à ¢Ã¢â€š ¬Ã‚ ¢ Switching costs from one supplier to another is high, because all the mechanics and pilots must be retrained. à ¢Ã¢â€š ¬Ã‚ ¢ Aviation fuel prices is directly related to the cost of oil (Ryanair control these through the hedge). à ¢Ã¢â€š ¬Ã‚ ¢ Regional airports have little bargaining power because they rely heavily on an airline à ¢Ã¢â€š ¬Ã‚ ¢ A larger airport, where Ryanairs competitors operate with greater bargaining power The actual purchases of aircraft, fuel supply, are the two major suppliers of the aviation industry. The supplier cannot control the fuel prices, although Ryanair is so sensitive and cannot affect the fuel suppler to Ryanair. On the actual purchase of the aircraft, Ryanair has a very healthy relationship with the main supplier of the aircraft, the Boeing Company (Brophy and ST. George, 2003). Suppliers cannot bring great results to Ryanair Competitive Rivalry à ¢Ã¢â€š ¬Ã‚ ¢ Intense competition in the LCC market à ¢Ã¢â€š ¬Ã‚ ¢ Most of the cost advantage can be copied immediately à ¢Ã¢â€š ¬Ã‚ ¢ The current low level of competition as the two major low-cost airlines to avoid a direct face to face competition by choose different routes to service à ¢Ã¢â€š ¬Ã‚ ¢ However, if a company does decide to compete on the same basis, as Ryanair has a heavy pressure on prices, profit margins and thus profits à ¢Ã¢â€š ¬Ã‚ ¢ there is not much difference between the services. The main difference is the price factor In the highly competitive aviation industry competition is high. Although Ryanair is a pioneer who performed low-cost airlines, but competitors has also the implementation of low-fare. Beside, they also copied a number of Ryan strategic. For example, Aer Lingus and FlyBE airlines have also introduced charges for hold luggage after Ryanair perform it. 2.3 Scenario analysis Worst Case: Increase of Salaries If the employee be successful, unions can represent the experience of Ryan, to increase wages. No. Increase of other staff New employees need in marketing, European Union regulations (such as safety regulations require additional crew on each flight.) Accounting, information technology Increase of Airport Charges Airport charges could increase in many Government owned airports. It may be are 100% increase. Increase of Fuel Prices Fuel prices may rise by 1% per annum. There may be another war to increase the oil prices. The increase in average flight distance The new destination may result in the average flight distance increased by 10% for two years and 5% for three years, followed by 0% per annum Increase of Marketing Costs Such of the competition may increase in some routes may need to launch marketing campaign for Ryanair. Eastern Europe may not be a popular route is expected, and may require additional advertising. Low price does not mean low quality. This idea needs to communicate. Best Case: In this case, this situation will be re-considered the most optimistic assumption that all possible outcomes into account. Future energy prices will remain at todays prices, in the best situation. The euro is still better than the U.S. dollar against the U.S. dollar. Load factors will remain stable at a high level for many years benefited from the growing number of passengers to use the entire fleet. The marketing costs should support the continuous increase of passengers, and should cover the new routes. Revenue should be increased in the planes flight as a better offer / services to enable passengers to spend a few euro on average for each flight. 3.Ryanairs strengths and weaknesses.- SWOT analysis Strengths: à ¢Ã¢â€š ¬Ã‚ ¢ Brand Name: Ryanair, through its 14-year in LCC market has developed a very good recognized brand name. à ¢Ã¢â€š ¬Ã‚ ¢ Benefit from the low airport charges: These low-cost assistance benefits based on Ryanair. à ¢Ã¢â€š ¬Ã‚ ¢ The first advantage of the regional airports (such as Charleroi): As a market entry barriers à ¢Ã¢â€š ¬Ã‚ ¢ Internet sites (94% reservation) : reducing distribution costs as through the phone booking is more expensive. Eliminates the need of travel agents. à ¢Ã¢â€š ¬Ã‚ ¢ High-density seat à ¢Ã¢â€š ¬Ã‚ ¢ All of the Boeing aircraft: a unified fleet saving on maintenance and training cost. à ¢Ã¢â€š ¬Ã‚ ¢ Fast turn around à ¢Ã¢â€š ¬Ã‚ ¢ High service performance: Punctual, flight speed the completion of the high rate and low loss of luggage, these give a good image of the companys reliability. à ¢Ã¢â€š ¬Ã‚ ¢ Modern fleet which resulting in lower maintenance costs: will become more uniform, with only one model (737-800), also a relatively new aircraft will require less maintenance. à ¢Ã¢â€š ¬Ã‚ ¢ High aircraft utilization: Ryanair Airlines planes to fly longer to generate more income from its assets. à ¢Ã¢â€š ¬Ã‚ ¢ Fuel and other risk hedging. à ¢Ã¢â€š ¬Ã‚ ¢ Small headquarters: Low on overheads à ¢Ã¢â€š ¬Ã‚ ¢ Point to Point: No hub and spoke, lower cost because not passed the required services Weaknesses à ¢Ã¢â€š ¬Ã‚ ¢ Easy to Bad News: Ryanair was considered arrogant and the slightest incidents have been a lot of news stories. à ¢Ã¢â€š ¬Ã‚ ¢ Niche market: the possibility of limited expansion à ¢Ã¢â€š ¬Ã‚ ¢ Distance of some regional airports from the advertising objectives: After a period of customers may feel that this is a big inconvenience. à ¢Ã¢â€š ¬Ã‚ ¢ Poor quality of services: interpersonal skills. à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair is extremely sensitive to changes in charges (increase in value of the fare) Opportunities à ¢Ã¢â€š ¬Ã‚ ¢ EU enlargement: will open many new destinations à ¢Ã¢â€š ¬Ã‚ ¢ Significant potential to capture market share: In the LCC market share will more than double à ¢Ã¢â€š ¬Ã‚ ¢ Benefit from less exposure to geopolitical risks: As the only real business in Europe à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair economic slowdown actually helps to change the corporate culture, stealing customers from traditional carriers as they seek lower fares. Threats à ¢Ã¢â€š ¬Ã‚ ¢ Dependent on the oil market: fuel cost depends on the oil market. à ¢Ã¢â€š ¬Ã‚ ¢ Dependent on the economic cycle à ¢Ã¢â€š ¬Ã‚ ¢ Increase of Low fares competition à ¢Ã¢â€š ¬Ã‚ ¢ European Court of Justice ruling: It may make more difficulties and costs of future expansion. à ¢Ã¢â€š ¬Ã‚ ¢ Limited growth of the southern European market à ¢Ã¢â€š ¬Ã‚ ¢ Regional airports gain bargaining power for second round à ¢Ã¢â€š ¬Ã‚ ¢ Customers are very sensitive of price à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair and Easy Jet limit each others growth rout wise, need to live peaceful coexistence, or is likely to become the battlefield of the line (such as: London- Rome) -à ¢Ã¢â€š ¬Ã‚ ¢ Face increase in air traffic control charges. As more planes fly in the sky. à ¢Ã¢â€š ¬Ã‚ ¢ Inability to prevent the introduction of fuel tax and environmental fees: this will reduce their growth potential because it depends on the price of the stimulus. 4.Evaluation of Ryanairs strategy Ryanair aims to establish itself as Europes leading low-fare scheduled passenger airline through continued improvement and expansion of low-cost services to their products. Ryanair aims to offer low fares, thus increasing the passenger traffic. A continued emphasis on cost control and operational efficiency is a very important part of the Ryanair way of doing things. Here are the key elements which make up Ryanairs strategy: Low fare: This is used to stimulate demand, their goal fare conscious leisure or business travelers who do not go, otherwise it will all or use other transport modes, such as car, coach or train. Ryanair to sell seats on the basis of one-way unlike most traditional carriers this change take effect in November 2001. Ryanair set fares based on demand for flights and with reference to the remainder of the scheduled departure date. 70% of the seats are the lowest fares in the sale of tickets can be assigned routes, once the full price of each seat. Ryanairs Dublin to London (Stansted) is the most popular passenger route in terms of passenger volume; with fares from 19.99 to 169.99 (available in the lower special promotions).In September 2003, Ryanair launched a fare promotion offers a total of two million seats on certain routes for free (excluding government taxes and passenger service charges) for travel period from September 2003 to 17th December 2003. These movements are very useful to consolidate Ryanairs low fares image. (M. Michel Alle ,Ryanair Plc. 2004) Frequent point-to-point short-haul flight routes. Ryanair provides frequent point-to-point service in the short-haul routes, airports and major population centers in the surrounding areas and tourist destinations. An average of 1.1 hours flying time has been an average line length of 746 kilometers, in 2003. Ryanair flight an average of 1.94 round per day from each line. Short-haul flights only option to allow Ryanair to provide frequent service, while eliminating the need to provide frill service customers, or they will no longer flights. Point-to-point flying (as opposed to the service center and spoke the traditional operators used) to avoid the cost of Ryanairs passengers to connect through service providers, including baggage transfers and transit passenger assistance costs. This is one of the key differences between Ryanair and traditional carriers. (M. Michel Alle, Ryanair Plc. 2004.) Commitment for safety and quality of maintenance. Ryanairs commitment to safety is the most important priority for the company and its management. This commitment begins with hiring and training of Ryanairs pilots, flight attendants and maintenance staff, and includes a policy to maintain its aircraft in accordance with the highest European airline industry standards. Ryanair has not been a single incident or significant damage to passengers or flight crew in the 19 years of operating history. Although Ryanair aims to operate its fleet in a cost-effective manner, management does not seek to extend Ryanairs low cost operating strategy of the regions security, maintenance, training and quality assurance. Routine maintenance and repair of aircraft carried out in-house, and the present contract airframe maintenance, engine overhaul services and routing of the maintenance contractor, these contract will be under reviewed.(M. Michel Alle ,Ryanair Plc. 2004) Ancillary Services: Ryanair offers a range of ancillary, revenue-generating services, including on-board merchandise, beverage and food sales, accommodation booking service, advertising, travel insurance, car rental and rail and bus tickets. Ryanair distribution of car rental, accommodation and travel insurance through its Web site and traditional telephone reservation offices. Management believes that providing these services through the Internet to allow Ryanair to increase sales, while at the same time, reduce cost per unit basis. Ancillary revenues, not including charter flights, increased by 68.1% (2002: 44%) and now accounts for 11.7% of total revenues compared to 9.4% in 2002. Customer service. Ryanairs strategy is to provide the best customer service performance of its peers group. According to reports by the Association of European Airlines and the airline announced its own statistics, Ryanair has made good on time, luggage lost less and less to cancel all of the rest group than their European counterparts. Ryanair realized that the strong focus on the implementation of these services and the operation of non-congested airports. 5.Recommendation To have the largest amount of routes, the lowest fare airline in Europe without any compromise Ryanairs business model, beyond all the other operators in all aspects, including quality of service. I think Ryanair is also eager to adhere to high growth. I think Ryanairs strategy has become a key factor in its great success. Therefore, in the end I applied all of these designed of recommendations to improve their business. The Recommendation of Ryanair are as following: Continue to look for ways to reduce costs Although Ryanair has the lowest cost base of any competitor, I believe Ryanair can continue to reduce its cost base, because it although at a lower pace of growth. Increase the frequency of existing routes European low-cost airline (LCC) market is not exhausted. Ryanair currently has a average 3.88 fights per capita daily of flight routes. This figure compared with Easyjet airlines and traditional carriers, is very low. This means that, Ryanair is the loss of business passengers who need a more flexible schedule. Ryanair added that if the frequency of some of their routes, they can effectively steal some passengers from the traditional carriers in order to increase market share. The development of smaller bases in the Continental Operating Bases With the low cost market saturation from London, Ryanair must to look at their other business base to expand their network. Dublin, Brussels, Hahn, etc can be developed. Although there is not the same demand, outside London there is sufficient demand to make considerable profits Open up new routes in Europe There are many possible routes are still not served by low-cost airlines. To make a viable way there must to at least 32,000 people each year. Research is needed to find out a feasible route before the competition. And the opening route to un-served destination, Ryanair can also open routes where the competition is more expensive traditional carriers to attract customers to the cheaper, no-frills choice Extended to the Central / Eastern Europe Eastern Europe is rapidly becoming a hotspot for tourist and business travelers continue to expand as the E.U., but Ryanair does not meet any of the more popular destinations. Other low-cost airlines has been established there, such as Sky Europe, but not all routes have been exhausted. There are still have many opportunities in this field. To actively seek market share from the Charter Market The Charter is a huge market of represents 25% of the total traffic in Europe. Ryanair must be aggressive in this market by vigorously promote DIY holidays, rather than group tours. With the increasing popularity of the Internet and the popularity of lower travel agents, which is the market cannot be ignored. Ryanair should be provided to small package destination and aim to strengthen the side of the business. Customer Service Overhaul Ryanair has a remarkable performance as tangible customer service (punctuality, time to complete the flight, etc.) views, but in the softer side of the customer service is not always good and have a lot of bad news. With this in mind Ryanair Airlines, while maintaining its strict rules and regulations, must to be adjusted on this area.

Children and Technology

Ashraf Islam Okanagan College English 100-003 6 February 2013 Children and Technology Since the early Twenty First Century, there has been vast advancement in technology, particularly in the field of computers that are developing faster than even the blinking of our eyes. Simultaneously, technology has become a vital part of our daily lives. Most of our activities are the part and product of technology; starting from the way we receive our news through various websites and digital newspapers, paying bills online, sending and receiving email, and finding research information all on the Internet.More than 500 million people communicate and keep in touch with friends through online social networking (Hatch). As adults became increasingly more dependent and absorbed by technology, it is likely that the children of today have become enthusiastic users as well. Laptops and smart phones are being developed for children as young as five to ten years old. Since the minds of the children are c omplex and insensitive, there is indeed anxiety among many adults about how these technologies can bring about changes in children’s social life.As Hutchby and Ellis said â€Å"both ‘childhood’ and ‘technology’ to be accorded an unproblematic status, each treated as having a stable and self-evident existence as there is a straightforward impact of one upon another†(1). Specifically, children’s engagement with internet social sites and violent games has generated considerable concern and additionally mass media observations and discussion. There is an obvious argument that children’s exposure to these technologies will help them to cope with future challenges that they will no doubt encounter in their careers.While on the other hand, it is argued that children who are using technology are becoming more indolent, unappreciative and more prone to health related problem. Nonetheless, access to certain technology under proper guidance is a critical component for today’s children not only to gain a better grasp of modern education thereby preparing them for the future challenge but also to improve their social development and health. In the absence of proper technological knowledge, Children will not learn the skills that will essentially help them to compete in today’s world that is progressively more relying on new technological inventions.There have been several studies on the positive impact that technology has on children in the field of education. It has been observed that introducing SMART board technology in the classroom can act as catalyst to increase students’ motivation and to enhance communication between teachers and students. According to the result of a 40-year retrospective study done by Concordia University in Canada, introducing technology in the class does have a positive impact on younger minds.Newer and more sophisticated applications of technology produce even greater p ositive impact; iPads, for instance, enable portable creativity and make education fun, which is always a good sign (Techvibe). Professor Richard Schmid, chairman of the education department at Concordia said â€Å"Where technology does have a positive impact is when it actively engages students, when it's used as a communication tool, when it's used for things like simulations or games that enable students to actively manipulate the environment†(Techvibes).According to Dr. Joseph J. Kerski, who is an  Education Industry Curriculum Development Manager on the Education Team in Denver, Colorado, USA (Esri), implementation of the Geographic Information System (GIS) software in over 1,000 high schools across the nation has significantly increased students’ motivation, communication and learning, especially on the part of visual and non-traditional learners. Technology prepares students at a young age for the workforce. This skill is becoming more and more of a vital in o ur technically advanced society.According to the US Department of Commerce, sixty percent of jobs today require technological skills, and this is expected to increase to ninety percent in the next fifty years (Hatch). Today’s parents are more concerned about the emerging social networking sites that are occupying the minds of most of the children of this generation. Children getting expose to uncensored materials and sensitive issues on the internet and cases like online bulling and harassment which can cause devastated situation like committing suicide are likely to create such fear around them.However, new research in this regard has discovered that technology can actually act as a new medium for children to increase and maintain a good social connection among their relatives and friends. It can provide a virtual platform to shape their identity by demonstrating their knowledge and creativity. Sites like Facebook, Tweeter, MySpace, YouTube and Skype have become childrenâ₠¬â„¢s new virtual park where they can make new friends, play games with each other and create new pages or videos to share their ideas and perception.In general, these social sites have become a way for people of all ages to connect and keep in touch with people they already know, instead of forming bonds with new people. This medium is also helping them to involuntarily improving their technological abilities by exposing them to various skills like communication, typing speed, hand and eye coordination, basic software knowledge and gathering information for research. Over use of these mediums can always be monitored and controlled by parents if they are concern about their children.Larry D. Rosen, PhD, Professor of Psychology at California State University, Dominguez Hills, who did a research on the impact of social networking sites on children, said â€Å"Parents are encouraged to assess their child’s activities on social networking sites, and discuss removing inappropriat e content or connections to people who appear problematic. Parents also need to pay attention to the online trends and the latest technologies; websites and applications children are using (APA).It’s undeniable that these social media have changed the landscape of the socializing process especially among the young people and uses of these are likely to increase more in coming years. â€Å"Exergaming† technologies like Kinect and Nintando Wii that require players to perform physical activities in order to play a game have become popular in recent years not only among the children but also adults. Unlike traditional video games, which are more sedentary based, this new gaming technology requires lot of physical movement to win.Well known of these games are Wii Sports, in which children and adults can play virtual games, such as tennis and baseball, and Just Dance! for the Kinnect. A game highly geared toward exercise is Wii Fit Plus, which includes activities for yoga, a erobics, and balance improvement; it also allows users to chart their progress and see how well they are improving (Hatch). It also helps parents to spend some time with their children which are also an essential part of their social development.Even though exergames should not replace real life exercising, this new gaming technology is proven to be a new way to motivate children to do exercise more frequently producing a positive effects on health and fitness (FITDAY). With growing concern about children suffering from obesities, it is noteworthy that exergaming can significantly help by burning off some calories resulting in weight loss thereby improving body coordination and movements.Technology has become an integral part of our lives and society and it is likely to be there with us for the rest our lives. It will be ever evolving and advanced and keeping up and staying will be the challenge. Since everything in this world is some way or the other connected to technologies, cons idering technology a hindrance for today’s children is impractical notion. Indeed, technologies can have negative impacts but good parenting and proper guidance by teachers can help the children to gain the benefits out of the technologies around them.Since the children of this generation will be valuable resource for the future, proper use of technologies and getting the maximum benefits out these to prepare them for the future should be an important priority for all of us. Works Cited â€Å"Social Networking’s Good and Bad Impacts on Kids† American Psychological Association. American Psychological Association, 6 August. 2011. Web. 15 Feb 2013. â€Å"The Benefits of Exergaming for Kids† FITDAY. InternetBrands, n. d. Web. 15 Feb. 2013. â€Å"The Esri Education Team† Esri. Esri Headquarters,n. d. Web. 15 Feb. 2013. Hatch, Kristina E.. Determining the Effects of Technology on Children† (2011). Senior Honors Projects. Paper 260. http://digitalco mmons. uri. edu/srhonorsprog/260 Knowlton Thomas. â€Å"Does Technology Have a Positive Overall Effect on Classroom Learning? Canadian Study Says Yes† Techvibe. Techvibes Media Inc. , 23 Feb. 2012. Web. 15 Feb. 2013. Mizen Phil ,  Ian Hutchby,  Jo Moran-Ellis,  Christopher John Pole,  Angela J. Bolton, ed(s). Children, Technology, and Culture: The Impacts of Technologies in Children's Everyday Lives The Future of Childhood Series (illustrated). London: Routledge, 2001. Web

Involved in finance Essay

A. I’ve always wanted to learn about accounting and all the ins-and-outs involved in finance. My goal was always to be the as best in accountancy as I could be. The only setback to this is the fact that to learn all of the needed knowledge, it would entail my going to a university, spending on tuition and giving up four years of my life to a classroom, rather than be in the practical environment. This is the point where my Boss comes in. He was the answer to my dilemma and the gift to my career that set me forth in learning. B. My Boss is an intelligent and learned man with a doctorate in accounting. He was a man who mastered many skills in his field and had the passion to share his knowledge with all who wished to learn. It is because of his patience and diligence in teaching me that he granted me with the knowledge I needed in accounting. He gave me all I needed in four months of instruction, something that would have required me four years to learn in college. II. My Boss and his relationship with me A. I would say that my Boss, apart from being my superior, was someone I became comfortable with and was like a father to me. He gave me his time like and good father would do to his child. He would stay with me and teach me, and I could see pride in his eyes when he saw me learning. It was as if I was a little bird in a nest and he was the father that was teaching me to fly. Indeed, it was as if he was looking at me as his son, and I to him as my father. He knew I was beginning a journey that he had well surpassed long ago. Now, he was seeing to it that I walked the right path and had the right knowledge to go on my way. I can’t describe enough how good he was to me and how far he went to give me all that I needed to be better. B. Another good thing, or should I say ‘great’ thing, about my boss is that apart from the role of a father, he was also my friend. He was someone that I could talk to and that I knew would listen to me. It is true that he was like a father and he would look on me, instruct me and guide me, as the mentor that he was. However, apart from that, he was someone I could chat with about just everything. He was someone who would be interested in your everyday life and in things you wanted to share. This is believe is one thing that set him apart from everyone else. Others describe bosses as ‘bossy’ and harsh. As for him, he was the opposite. He was a kind man and understanding to all people around him. III. My Boss as the Employer that he was. A. As an employer, due to his good manner and how well he conducted himself to everyone, he was well-loved by everyone. When I interviewed people at his workplace, they said that he was very patient with people and gave you time to learn. His belief is that learning is like an ocean, vast and endless, and it takes a lot of time for a person to keep on garnering more knowledge. Other employees also described him as a very patient man. Even if as a boss, he could have been overbearing, he chose not to be. He was very patient and understood the situations people could be in. He was also very generous and giving, most especially of his time and the information he had to teach. He believed that people must learn from each other, and always pass knowledge on. He believed that mistakes were acceptable and were a necessary part of learning and improvement. IV. My Boss as a Family Man A. As a family man, my boss was just as great as he was in work. If not, he was probably even better, as what he gave to his own family must have been even deeper than to people at work. On speaking to his wife, she mentioned that she was a dream father. One couldn’t ask for more than who he was. He was there for his kids in school. He stood by them when they were sick and took care of them. He listened to them, played with them and was personal with them. B. He was a great husband as well. He had so much love to give everyone, and such devotion and loyalty to his wife. He was always there for her whenever she needed him. C. His family is a success story. Because of the man he was, and the example he brought, his children lived good lives. Two daughters became doctors, one son a lawyer, and one other daughter followed his footsteps into accounting. V. Conclusion Truly, it is not surprising how people reacted to my boss because of the good he brings into the world. He was a man of good heart, open-minded and was there for everyone. He built an empire with love and by helping everyone who needed him. His life anthem could best be summarized by his definition of word T. E. A. M. : â€Å"Together Everyone Achieves More†.

All Quiet On The Western Front Essays (333 words) - Free Essays

All Quiet On The Western Front Essays (333 words) - Free Essays All Quiet on the Western Front All Quiet on the Western Front is by Erich Maria Remarque. This book was an extraordinary war story. Remarque uses excellent words and phrases to describe crucial details of the book. Remarque had first hand experience because he was a German in World War I. So he expresses his opinions through Paul the main character of the book. One of the strongest themes in this book is that war makes man inhuman. From the author's point of view soldiers was often compared to various non?living objects that were inhuman. The soldiers are compared to coins of different provinces that are melted down and now they bear the same stamp(236). Remarque thinks that the soldiers mind state has been changed from when they were school boys the stamp being the mark of a soldier changing them forever. Also soldiers are compared with "automatons" or more commonly referred to as robots(105). Remarque uses this analogy to give the impression that the soldiers are enduring the same feeling over and over again as if they were inhuman. In this classic war story Remarque also describes the soldiers as inhuman wild beast in addition to the non?living objects. Paul states that when soldiers reach the zone where the front begins they are transformed into "instant inhuman animals"(56). Remarque is saying that the zone is like a magical line; once they cross it there not the same person as they were on the other side of the line. He says "We have become wild beasts. We do not fight we defend ourselves against annihilation"(103). Here Remarque states that the German soldiers are only defending what they have not attempting to take what they don't. Paul says that they become something like men again after they get the food we need(106). Remarque is implying that the drive for food changes them into terrifying wild beasts but when they get the food they change back into humans again.

Managerial Skills Consulting

Managerial Skills Consulting Introduction At a time when globalization and consumerism patterns have turned out to be the determining forces in the market, mergers and acquisitions among organizations are very critical in maintaining market capitalization, sustainability and subsequent development.Advertising We will write a custom essay sample on Managerial Skills: Consulting specifically for you for only $16.05 $11/page Learn More Consultants on mergers agree almost unanimously that the merging of companies is an important process that provides organizations with massive benefits. From the study on mergers and acquisitions, Gurkov’s recommendations appear to cohere with those of other authors who indicate that the new entity easily reduces the non-constructive competition.1 This paper presents a critical review of consulting opportunities in mergers and acquisitions with a focus on a Russian energy producer and oil company called Lukoil Oil Company. A brief overview of Lukoil O il Company Lukoil Oil Company is one of the major Russian energy producing companies that generates, explores and markets oil and gas within Russia, the United States and Europe. The company is privately owned and has a significant refining capacity. Its shares are listed in the New York’s OTC market (LUKOY), London (LKOD), Micex (LKOH) and RTS (LKOH) in Russia. It is headquartered in Moscow with operations in over 40 countries across the world. Filippov indicates that the company was founded in 1991 as a result of a merger among Kogalymneftegaz, Urayneftegaz and Langepasneftegaz.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Since its inception, Lukoil has been selling petrol in over forty countries globally and in 59 regions within Russia.2 In 2009, the company had improved its reserves to about 9.3 trillion cubic feet of gas and 14.5 billion barrels of oil. Figure 1: A diagram showing oil product sales by Lukoil Company Lukoil Company has focused its major operations in Russia with several international expansions in zerbaijan, Uzbekistan, Venezuela, Colombia and Saudi Arabia. Its production of oil as well as its sales has been growing since the year 2000. However, it has been faced by stiffer competition from other oil producers such as Exxon-Mobil. A merger is therefore an opportunity that will improve its efficiency, provide it with resources and information systems necessary for competitiveness in the global market arena. Figure 2: A diagram showing oil production by Lukoil Company Advertising We will write a custom essay sample on Managerial Skills: Consulting specifically for you for only $16.05 $11/page Learn More Consulting opportunities-mergers and acquisitions Gurkov indicates that consultancy is a very critical aspect that involves acquiring and sharing information and knowledge that is very fundamental for b usiness growth and development.3 Due to the fast-changing business environment in Russia, top-level managers in oil companies with special emphasis on Lukoil are seeking consultancy services with an intention of aiding their businesses devise better strategies of overcoming organizational uncertainties. This clearly indicates the enormous awareness among organizations on the need for change and intervene professional on business matters.4 It is worth noting that identifying consulting opportunities play pivotal role in the contemporary Lukoil business environment as it identifies opportunities for operational improvement services, strategy development, technology implementation, development of coaching skills and management of change. This is because it brings frameworks and proprietary methodologies which aid in identifying problems within a business and which serve as foundations and component parts for recommending efficient and effective methods of carrying out business activiti es. According to Sarah and Day, the need for mergers by Lukoil is based on the holistic need to formulate a common unit which guides its operations through assimilation of common objectives.5 A matrix structure is therefore critical and should be assimilated to harmonize the regional and as well as the functional core commonalities amidst the emerging competitors.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Benefits of forming mergers and acquisitions Since its formation, Gurkov credits the progress of the merger of Kogalymneftegaz, Urayneftegaz and Langepasneftegaz to the strategic management assimilated by the group company after 1991.6 As the role of the committee of its managing directors shifted from planning to orient the future of the company with the different outsets, Gurkov argues that there was need to harmonize Lukoil’s operations to reflect the key objectives of the organization. Merging with other companies will be critical in achieving the harmonization among other factors mentioned below. Diversification and value consideration The effect of merging with other strong companies will give its management a stronger grip and confidence towards approaching the fuel exploration outlook and marketing. There is need for Lukoil to articulate its goals from a common standpoint. Besides, Gurkov indicates that coming together in a merger further creates a room for an expande d visionary orientation for the company.7 A merger can be considered as a critical platform for addressing petroleum exploration and its marketing on a global scale. Therefore, the efficacy of its operations through mergers will be enhanced and this will also provide it with an opportunity to venture into other products such as natural gas, plastics and real estate operations. Resources consolidation One key evident aspect in the operations of Lukoil company is the emphasis on resource consolidation. According to Sarah and Day, the ability of any organization to evaluate and create an avenue for resource consolidation is vital for success to be achieved.8 Though it is clear that Lukoil’s operations can easily flourish due to the highly reduced level of competition, it is possible to view the extra hidden potential that could be harnessed by merging. Through mergers, it will be easier to team up and fully utilize the newly opened markets while increasing its supplies to meet t he different insatiable demands many countries have for oil and gas products. Furthermore, the essence of the resources consolidation is the inherent ability to participate competitively in all countries. According to Sarah and Day, resource consolidation will anchor its easy entry into new markets either through exploration or in marketing its products in Europe and the United States. Stages of consulting Consulting is a process that requires setting up stages which will ensure client satisfaction and success in business endeavors. In pursuing the massive opportunities which are presented by mergers and acquisition, consulting on key facets is important in guaranteeing success. Some of the key consulting phases that should be explored include: Entry and contracting Entry and contracting is an important phase in a project since it largely deals with a client. Filippov indicates that this phase is critical in the sense that it enables an independent business owner or company to deal diametrically and precisely with a potential client.9 Some of the key tasks that entry and contracting encompass include figuring and setting initial starters and specifying expectations. The latter is important for understanding various expectations that a client has. This is imperative since it sets a benchmark for determining the success of the other stages and whether or not one is the right consultant. Besides, entry and contracting is a stage where a consultant explores the problem a business is facing, and which in most cases is diagnosed in the first meeting. One of the advantages of the initial phase is the fact that it builds a working relationship. According to Filippov, the latter is very critical in creating an understanding of a business expectations and needs. It also aids a consultant in clarifying what a business ought to expect.10 Filippov posits that while this is a crucial step, it is affected by lack of good perspectives and mutual willingness by businesses to i nvest and work together. As noted earlier in the case of Lukoil company’s merger plans, it may be impossible to achieve the diverse benefits in the absence of mutual trust. Data collection and diagnosis Sarah and Day indicate that while exploring the problems facing a business is carried out in the first stage, a consultant out to come up with situations relating to a particular sense of problem.11 Gustov concurs with Sarah and Day by noting that creating a sense of problem is critical in adding value. Consultants are therefore charged with the role of determining how to define a problem. This involves collection of data and diagnosing relevant problems. The methods to be used in collecting data as well as the nature and type of data to be collected are very important variables that must be observed keenly. One of the major opportunities of data collection and diagnosis is the ability to gather enough information on various business experiences. This can be through methodolog ies such as impact/effort, brainstorming, SWOT analysis, force field analysis, meta-planning and focus group interviews. One such experience as discussed earlier is on mergers and acquisitions. The information obtained is necessary in making critical analysis and relevant contributions. However, this process is normally affected by the inability of a company to avail, share and discuss information freely. Feedback and decision The data assembled on the opportunities presented by mergers and acquisitions present the diverse views stakeholders have on the issue. A project owner in an organization is presented with the analysis of the information from feedback which seeks to create a deeper understanding of the problem. Filippov indicates that feedback in consultations or any study is critical in identifying the context of an issue, its causes and consequences.12 In terms of forming mergers and acquisitions, feedback is important in determining performance issues and or challenges that the move may have on a business. Mergers and acquisitions have been known to strengthen businesses especially in cases where operation risks are extremely high for a single business entity to withstand. Feedback and diagnosis is normally faced with the challenge of impacting on a business process. Filippov indicates that different managers or teams react to feedback in diverse ways. Besides, instances of rejection or resistance to projects are commonplace. Training on how to handle both negative and positive feedback is critical in ensuring mutual understanding and that various challenges are effectively tackled. Implementation Deciding the way forward after a diagnosis is important in developing problem solving processes and devising possible action strategies. Some of the most common methods include being creative and innovative when dealing with issues and re-contracting responsibilities, roles and actions. As the name suggests, this stage is mainly for organizations to carry ou t. However, consultants may be involved in ensuring the success of efforts. The challenges facing implementation is lack of required resources, commitments and desire for change. Recycle, extension or termination Finally, after evaluating the issues concerned, decisions are made to terminate the project or extend it. According to Filippov, the latter may follow an implementation process whereby the real picture of an issue is seen. The success of an implementation may call for recycling and creation of new projects while moderate to high failure may call for termination.13 This process is important in determining viable and legitimate consultation practices as well as providing learning experiences. Conclusions To sum up, managerial skills are important leadership requirements that are critical in combining capacity, expertise and knowledge in specific areas of operations. As noted in the discussions, consulting is one of the key areas where a business can be able to obtain relevant information and assistance on business projects. The paper explored Lukoil company and noted that it should merge with others in order to improve its overall performance, expand its products and compete favorably in the already competitive global market arena. Bibliography Gurkov, I, Strategy techniques for the times of high uncertainty, Journal for East European Management Studies, vol. 15, no. 2, 2010, pp. 177-186. Filippov, S, Russian companies: the rise of new multinationals, International Journal of Emerging Markets, vol. 5, no. 3, 2010, pp. 307-332. Sarah, EAD M, Day, Leadership, administrative heritage and absorptive capacity, Leadership Organization Development Journal, vol. 28, no. 8, 2007, pp. 727- 748. Footnotes 1 I Gurkov, Strategy techniques for the times of high uncertainty, Journal for East European Management Studies, vol. 15, no. 2, 2010, pp. 177-186. 2 S Filippov Russian companies: the rise of new multinationals, International Journal of Emerging Markets, vol. 5 , no. 3, 2010, pp. 307-332. 3 Gurkov p. 177 4 Ibid 5 EAD Sarah M Day Leadership, administrative heritage and absorptive capacity, Leadership Organization Development Journal, vol. 28, no. 8, 2007, pp. 727-748. 6 Gurkov p. 179 7 Ibid 8 Sarah and Day p. 730 9 Filippov p. 310 10 Ibid p. 312 11 Sarah and Day p.740 12 Filippov p. 312 13 Ibid p. 312

The Patriot - Movie Review Essay Example | Topics and Well Written Essays - 1000 words

The Patriot - Movie Review - Essay Example Having served in a war, Benjamin fully understands the implication of the war in terms of casualties and destruction. Freedom comes at a costly price but other citizens seem to lack this sobriety and are only infatuated with feelings of victory. In the bid to gain independence, the State gathering at Charleston endorses a war. Instantly, the state is plunged into unexpected violence and the British perpetrate unfathomable atrocities on the American Civilians. Thesis Statement: The theme of determination and emotional turmoil is greatly prevalent in the film, The Patriot. Most young men wanted to enlist in the Continentals, The United States Army. Gabriel, Benjamin’s son is no exception. Initially, Benjamin succeeds in preventing this enlistment. Upon the onset of war, Benjamin’s hands are tied and he half-heartedly allows Benjamin to join the war. The Crown’s army is far superior in terms of armory and the soldiers clearly outnumber the Continentals. All around t here are remnants of destroyed property and hanging corpses of civilians in areas conquered by England. Any sane person can establish that America will lose and wise people like Benjamin attest that, the war was won before it began. The family is deeply disheveled as they worry about Gabriel. Gabriel’s return from war forms a most profound scene and it is also the film’s turning point. ... When the head of the British regiment, William Tavington makes a call to the house to appreciate Benjamin’s generosity, an incriminating letter is confiscated from Gabriel by the British. Gabriel is mercilessly sentenced to hang for treason by the ruthless colonel despite Benjamin’s pleading. In the midst of this mayhem, his younger brother Thomas intervenes in an attempt to save his brother. Colonel Tavington does not hesitate and he shoots Thomas. The image of a helpless Benjamin clutching onto his dead son will be permanently etched in my mind. His pitiful face was so startling and I deeply empathized with him. This state of grief is representative of what Americans felt during the revolutionary war as they helplessly experienced the demise of their loved ones. The death of his son was so devastating, and in response, a warring spirit was stirred up in Benjamin. The once passive Benjamin resolved to take an active role in the revolutionary war, more so to avenge the death of his son. These events gave way to another violent yet moving scene. The atrocities committed by the colonel had fueled Benjamin’s rage and in this state of fury, he resolved to go after the British regiment that was about to hang his son. He handed rifles to his two sons. They all set off to take down an entire regiment! Benjamin, being a native, possessed an upper hand over the enemy as he had a good masterly of the terrain. He leads his sons to a strategic point where they lay in wait to ambush the British. It’s amazing how his son’s shot are right on point. They have been taught well by their father and his mantra is, â€Å"aim small, miss small†. This scene is well orchestrated