British Airways Management Analysis Essay Example

British Airways Management Analysis Essay This report will focus on the current economic crisis and the effect it has had upon British Airways. The passenger figures at London Heathrow, Gatwick, Standsted and other major airports have dropped by 7. 4 per cent last year compared to 2008. (Telegraph, 2009) Moreover, many different surveys have shown that people are now more reluctant to travel to foreign destinations for holiday. Moreover, the Civil Aviation Authority (CAA) announced that only 216. 8 million travelers were registered in 2009, the lowest figures since 2004, and the experts believe that the figures will continue to drop for the foreseeable future. BBC , 2010) These official figures paint a gloomy future for the aviation industry and most airlines. Indeed, the current economic crisis has taken no hostage, and British Airways (â€Å"BA†) is not an exception; in fact, they have faced more adversities than other airlines. This report will show what strategies BA has conjured up to survive the recession and co mpete against low cost airlines such as Easyjet and Ryan Air, who have actually somewhat benefitted from the recent economic crisis. 2. Methodology (-is that ok to use â€Å"we† instead of â€Å"I†? This paper will first be looking at how British Airways, Easyjet and Ryanair performed before the recession. This will highlight the impact the recession has had on these airlines. We will be looking at their history and financial performance before circa 2008, collecting data from articles published by the airline industry which are available from the internet. To bring to light the impact the recent economic crisis has had, we will look at their financial performance for the last two years. As we compare their performances, we will how much the British Airways suffered, in contrast to low budget airlines such as Easyjet and Ryanair, who have somewhat benefitted from the economic downturn. The strategies adopted by British Airways to survive the economic crisis and compete against low budget airlines will be looked at individually. We will assess why British Airways were prompted to use these methods. This paper will then consider strategies adopted by other airlines to survive the recent economic downturn. This will give us an indication of whether the strategies implemented by British Airways will succeed or help it to regain their position as the â€Å"world’s favourite airline†. In conclusion, this report will discuss the repercussions of the strategies and its financial outcome, and whether British Airways should maintain its existing business approach or adapt to the current crisis on a more permanent basis, perhaps similar to that of Easyjet and Ryanair. 3. Short History 3. 1 British Airways British Airways is the national airline of Britain. It is a premium airline, possessing over 340 aircrafts and travelling to over 160 destinations. We will write a custom essay sample on British Airways Management Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on British Airways Management Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on British Airways Management Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The company’s main centres of operation are London Heathrow Airport and London Gatwick Airport. The company was founded in 1972, when the British Overseas Airways Corporation (BOAC) and British European Airways Corporation (BEA) managements were combined under the newly formed  British Airways Board, effectively making it the national airline for the United Kingdom (BA, 1) BA enjoyed great success during the 1980s and early 1990s, and as a result, became the worlds most profitable airline for the most part of the 1990s, representing itself under the slogan The Worlds Favourite Airline. BA, 1) 3. 2 Easyjet Easyjet is a popular low cost airline, which was established in 1995  . The company started extremely modestly, possessing a meager two aircrafts, and travelled only domestically. However, the company gained popularity in the years that followed, and on April 1996, and started travelling internationally, choosing Amsterdam as its first international destination. (Easyjet, 1) Despite its modest start, Easyjet still managed to grow into one of the most popular airlines in the world. Its current slogan reflects its status (â€Å"the webs favourite airline) and as its popularity grew, so did the number of aircrafts under its name, amounting to 174 operating aircrafts as of March 2010, with 54 more in order. (Gerry, 2009) 3. 3 Ryanair Ryanair, similar to Easyjet, started their business providing only domestic air travels. The company was founded in 1985, its primary objective being breaking the then duopoly of British Airways and Aer Lingus on London to Republic of Ireland flights. Its initial success allowed the company to expand its business by adding a second flight route; Dublin to Luton International Airport. Ryanair, 1) The company, however, did not enjoy any financial success until Michael O’Leary took over as the CEO in 1991. The new CEO strived to implement a quick turn-around times for aircraft, get rid of â€Å"business† class seat and unifying the models of all the aircrafts. This proved to be a success, leading the company to spend over $2bn for new aircrafts in 1998. (Thomas M. , Kent B, 2005) The company acted quickly to the increasing popularity of online booking, and launched its website in 2000, allowing passengers to buy and confirm their flights online. This method proved immensely popular as more than 75% of all bookings were all made online in 2001. (Ryanair, 1) 4. Prior to the recession 4. 1 British Airways British Airways enjoyed great financial success during the early and mid-1990s. Their profit figure was very impressive and they constantly expanded, making them one of the largest airlines in the world in terms of revenue, passenger numbers and number of aircrafts possessed. However, their short lived success was met with despair during the late 1990s and early 2000s, they faced financial difficulties and other obstacles to success. BA, 1) As the company started searching for other ways to expand during the early 1990s, they appointed Robert Ayling as the CEO of the company in 1993. The move seemed wise at the time considering the experience and achievement of the new CEO prior to the appointment. However, BA dropped profits of 84 % in 1999 compared to the previous year. The company had to replace the CEO and drastically alte r its management structure. The problem seemed solved until the company suffered financially once more due to the 9/11 attack in United States. In response to these events, on September 2005, a new CEO was appointed. Under the management of the new CEO, Will Walsh, BA underwent several changes and on January 2008, the company revealed OpenSkies, a new subsidiary. The primary objective of launching a new subsidiary despite its weak financial stability was to  take advantage of the liberalisation of transatlantic traffic rights, and flies non-stop between major European cities and the United States. These efforts, however, did not lift BA from its financial difficulties (BA, 1) Further succession of unfortunate events plagued BA, including the current recession, forcing it to resort to desperate measures, including sell its stake in Qantas on 8 September 2008. 4. 2 Easyjet Since its establishment, Easyjet grew exponentially, enjoying great financial success along the way. As a result, it became floated on the London Stock Exchange in November 2000. (BBC 2006) The main ingredients of its success included expanding its base to locations in continental Europe, and taking advantage of the growing demand for low cost airlines from passengers. Table 1 below shows its financial performance for the past 9 years. TABLE 1. EASYJET FINANCIAL PERFORMANCE |Year |Total revenue(? m) |Profit before |Passengers (millions) |Return on equity (%) |Cash flow from | | | |tax-underlying(? m) | | |operations (? m) | |2008 |2,363 |123 |43. 7 |6. 8 |292 | |2007 |1,787 |191 |37. |14. 3% |261 | |2006 |1,620 |129 |33. 0 |10. 1% |222 | |2005 |1,341 |83 |29. 6 |7. 1% |221 | |2004 |1,091. 0 |62. 2 |24. 3 |5. 3 |160. 5 | |2003 |931. 8 |51. 5 |20. |4. 4 |77. 2 | |2002 |551. 8 |71. 6 |11. 4 |9. 4 |84. 2 | |2001 |356. 9 |40. 1 |7. 1 |22. 1 |83. 4 | (Source: Easyjet. 2 Reports and Accounts) Its continuing financial success led to the purchase of GB Airways on October 2007, helping Easyet yet once again, expand its operations and establish a base at Manchester. Easyjet 3) 4. 3 Ryanair After launching its website, Ryanair enjoyed a great financial success, leading to the following events 1. Making an order of 100 new  Boeing 737-800  series aircraft ( 2003) 2. Acquiring a once rival low cost airline  Buzz  from  KLM. (2003) 3. Increasing the number of its bases to from 2 to 11 in less than 10 years. (2004) 4. Making an order of 70 new  Boeing 737-800  series aircraft to meet the demands of its passengers (2005) During 2004, most low cost airlines suffered financially including Ryanair, and it reported a loss for the second quarter of 2004. However, unlike most other low cost airlines, it managed to recover rather quickly and post an impressive profit in the next financial year. Indeed, Ryanairs passenger numbers constantly grew by up to 25% a year for most of 2000s. To demonstrate what this means in terms of numbers, Ryanair initially only carried just under 700,000 passengers annually, however, the passenger figures in 2003 showed an astonishing figure of 21. 4 million. The company owed its success to its constant addition of new routes and new bases around Europe. By the end of mid 2000, Ryanair was one of the largest airlines in terms of number of carriers specializing in European flights, carrying more passengers than the once â€Å"World’s Favourite Airline† British Airways for European flights. (Ryanair 1) 5. Recession and Airline Industry 5. 1 Impact of recession on the airline industry The current economic crisis has had an impact on virtually all types of businesses, including the airline industry. In fact, it has affected the airline industry more so than most other industries due to it being a very competitive market. (William B n. d) From 2008 to the beginning of the current year, 9 airlines, including Japan Airlines the once sixth largest airline by passenger numbers in the world, have filed for bankruptcy, mostly due to the current recession. Considering that only 12 airlines filed for bankruptcy from 1989 to 2007, the number of bankrupt airlines is alarming and reflects that fact that the recent times is definitely unfavourable for the airline industry. (Chris I, 2008) Table 1. 2 shows the airlines reaction to the current recession. Table 1. 2 IATA’s revised forecasts for global air transport volumes [pic] (IATA forecasts 2008 – 2013) 5. Impact of recession on British Airways 5. 2. 1. Financial Performance The most obvious effect the recession has made on British Airways is the decline in the company’s net profit figure. Table 1. 3 shows how badly the company has been effect during recent times. Table 1. 3 British Airways Financial Performance 1996-2009 |Year Ended 31 March |Total revenue( ? m) |Profit before |Profit and loss after tax (? |Passengers (millions) | | | |tax-underlying(? m) |m) | | |2009 8,992 |(401) |(358) |33,117,000 | |2008 |8,758 |922 |726 |33,161,000 | |2007 |8,492 |611 |438 |33,068,000 | |2006 |8,212 |616 |464 |32,432,000 | |2005 |7,770 |513 |392 |35,717,000 | |2004 |7,560 |230 |130 |36,103,000 | |2003 |7,688 |135 |72 |38,019,000 | |2002 |8,340 |(200) |(142) |40,004,000 | |2001 |9,278 |160 |114 |36,221,000 | |2000 |8,940 |5 |(21) |36,346,000 | (Source : British Airways â€Å"Annual Report and Accounts†) Table 1. 3 shows how British airways was enjoying a constant growth in their profit for 6 years straight from 2003, however, there was a steep decline in its profitability during 2009, roughly when the current economic crisis began to severely impact the industry. 5. 2. 2. Other impacts 5. 2. 2. 1 Work-for-nothing proposal The financial strain caused by the current recession had put on the company led to other disastrous events. In June 2009, BA asked its employees to work without pay for a minimum of 4 weeks amongst other favours. (BBC 2009) Colleagues are being urged to help the airlines cash-saving drive by signing up for unpaid leave or unpaid work. From tomorrow, people will be able to opt for blocks of unpaid leave or unpaid work, with salary deductions spread over three to six months, wherever possible. – extract from BAs in-house magazine under the headline Action Time The work-for-nothing offer was presented by and at the same, accepted by Willie Walsh, the CEO of British Airways and Keith Williams, the chief financial officer, who promised to work for nothing for the month of July 2009. In spite of this, Unite refused to accept the not-so-enticing offer, They believed that the CEO, who received a salary of ? 35,000 a year, which is astronomically more than other employees, could afford to work for nothing for a month, but your average BA cabin crew, who only receives an annual salary of ? 29,900, accor ding to the Civil Aviation Authority, cannot afford to do so (BBC 2009) Willie Walsh can afford to work for nothing, our members cant, – Unite Spokesman However, the events that followed the announcement of the work-for-nothing plea shocked the airline industry even more. Contrary to the expectation of many critics, numerous BA workers volunteered to accept the offer, and started to work for free for a month. (BBC 2009) 5. 2. 2. 2 Impact on tariff growth Table 1. shows the changes in tariff growth for First Class/Business and Economy passengers between January 2007 and January 2009. It presents a sharp decrease in both traffic, from January 2008 to January 2009. A striking point is that the recession affected the activities of premium business travellers and non-premium such as holiday makers. Table 1. 4 Tariff growth by ticket type [pic] (Source: IATA http://www. iata. org). Furthermore, BA initiated an extra ‘rich tax’ for its premium class passengers (First, C lub World, World Traveller Plus and Club Europe class passengers) to combat the soaring fuel price, adding an extra ? 48 to a return long haul flight. However, Analysts warned that the rich tax might backfire to their customers, even though it has absolutely no effect on economy class passengers. (Mail Online, 2008) 5. 2. 2. 3 Troubles with its employees The current recession has not helped British Airways develop a good relationship with its employees; in fact, it has made it worse than ever. Furthermore, the recession has caused tension between the cabin crew and pilots of British Airways. Two trade unions are mainly used by the workers, including pilots, of British Airways. These are BALPA, UK’s largest trade union for pilots, and Unite, the trade union used by cabin crews and other employees who are not pilots. The tension between British Airways continuously escalated due to irreconcilable differences and demands from both sides. The escalation reached its peak on March 2010, when the employees who were members of the trade union, Unite, organised a walkout. British Airways considered this unacceptable and as a result, stripped the workers involved in the walkout with their travel benefits. With both sides taking hits, they came to the conclusion that a deal must be made. However, in response to the stripping of the travel perks, the members of Unite demanded that before a deal is agreed, BA must reinstate the travel perks back to the striking employees. Unsurprisingly, this was refused and Unite officials have declared further strikes after 14 April 2010. There are currently no peaces scheduled, and various prominent figures have tried to intervene to find a solution agreeable by both sides, including the current prime minister, Gordon Brown (Guardian 2010) The members of Unite picketed outside of London Heathrow Airport and again planned other 3 days strike after negotiations did not work but strikers seemed not happy for a second walkout. The Unite insisted to negotiate with BA again, the CEO of BA, Willie Walsh said that the company has made a loss of ? 7m a day. The estimated cost of strike action by cabin crew last month is between ? 40m and ? 45m (Mail Online 2010) However, BA was not unprepared for the walkout. Their contingency plans allowed more than 65 percents passengers to reach to their destinations with 1,157 staff working. Only few flights were cancelled and BA was confident that they could handle the passengers at weekends of March. But the Unite Union made a contrasting announcement, stating that only a few of BA normal flights take off and a half of plans grounded (Chloe B,2010) By the recent strike in 2010, BA has had their brand image damaged and Willie Walsh, chief executive, apologising to their passengers for the situation. Indeed, the financial aspects of British Airways were not the only victim of the current recession. 5. 3. The Impacts of recession on Ryanair and Easyjet As mentioned before, the recession had a somewhat favourable effect on low cost airlines such as Easyjet and Ryanair. It has increased its number of passengers and had a positive or insignificant impact on its financial statements. I shall discuss each section separately below. 5. 3. 1 The Passenger Number Growths Table 1. 5 provides information regarding the growth in number of customers for British Airways, Ryanair and Easy Jet. Unsurprisingly, British Airways has experienced a negative growth whilst Easyjet and Ryanair have enjoyed a positive one, albeit being a smaller figure than before the recession. Table 1. Growth in passenger numbers [pic] (Source: CAPA, 2009, www. centreforaviation. com) The figures in the chart suggest that whilst all three airlines have experienced a negative impact from the recession, the biggest victim is British Airways. Moreover, even the growth rate is declined overall for Ryanair and Easyjet, the fact that they are still experiencing a positive growth suggests that more and more people are still switching to low cost airlines. 5. 3. 3 Financial Impact Table 1. 5 describes the new traffic number of Ryanair and Easyjet in August 2009. Table 1. 6 Traffic number for Ryanair and Easyjet [pic] [pic] (Source: CAPA, 2009, www. entreforaviation. com) Table 1. 5 illustrates that both airlines have increased the number of passengers carried during August 2009. This good news prompted Michael O’Leary, the CEO of Ryanair, to predict that only four European airlines would survive from the recession: British airways, Air France, Lufthansa and Ryan Air. Added to that, he expected that this downturn could help the Ryanair improve its market position and shares by meeting the needs of passengers with its low price strategy. (Telegraph, 2009) However, it must be noted that the current recession has had no negative impact on the financial performance of both Easyjet and Ryanair. The increased fuel price has forced Ryanair, who refuses to increases its price to its customers, resorted to other earnings: they planned to purchases 50 cheap aircrafts from declining airways and start flying to the new routes which will be the cities of the United State from London Stansted airport and Island Dublin airport. Michael O’Leary stated that We’ll just have to keep flying more aircraft, opening up more routes and offering people more cheap flights, (Jack, 2008) 6. The Strategies implemented by British Airways 6. 1 Strategies implemented to compete against Easyjet and Ryanair As mentioned above, British Airways have suffered financially and passenger number wise due to the current recession. On the other hand, it seems obvious that low cost airlines have suffered far less, and gained some positive aspects during the recent economic crisis. As a result, British Airways have implemented several tactics to combat against these airlines, in an attempt to keep its market share and survive the economic crisis they are facing currently. 6. 1. 1 Merger with Iberia Although British Airways is one of the largest airlines in the world, it still maintained that it could expand further. As a result, BA proposed a merger with Iberia, an ailing Spanish Airline, which is needs to be approved by the European Commission. A preliminary agreement was made before the end of 2009 between Iberia and British Airways. It was believed at the time that if the merger between the two carriers, indeed does go ahead, it will create one of the largest airlines in terms of revenue. (BBC, 2009) On 8 April 2010, an agreement to merge between British Airways and Iberia was announced and it was decided that the newly merged company will be known as  International Airlines Group, although both airlines will continue to operate under their current brands. (BBC, 2010) The merger was met with enthusiasm by both parties, with Willie Walsh announcing that the merger will create a strong European airline well able to compete in the 21st Century,† adding that both airlines will retain their brands and heritage while achieving significant synergies as a combined force. (Willie Walsh, 2010) After the merger, the combined operation would possess 419 aircraft operating to more than 200 separate destinations, and would save the two partners 400m Euros ($594m; ? 358m) in costs a year, according to their preliminary calculation and expectation. (BBC, 2010) The main aim of the merger was to increase its dominance and increase its market share. Although only time would tell, reaction from competitors regarding the news reflected how the merger would affect other airlines. For example, Virgin Airlines announced that the merger will increase BAs dominance at Heathrow with 44% of take-off and landing slots this winter. (BBC, 2010) 6. 1. 2 Ending Business Class on Short-Haul flights Due to the declining popularity of BA’s business class, Willie Walsh has practically put a stop on European business-class travel, saying that the service is proving to be too costly, and that it may harm their chance of surviving the recession. With other companies looking to cut their budgets in order to survive the current economic crisis, BA has decided that the added expense of flying rich businessmen in a slightly larger seats for one or two-hour journeys has become unsustainable and not profitable. (David R, 2010) As seen in Table 1. 5, There has seen a sharp drop in business-class passengers, most of them occurring in short-haul flights. These travelers have either traded down to the economy cabin or moved to budget carriers instead, for example Ryanair. BA is understood to be reviewing its European operations, and as a result, premium seats could be removed from planes operating out of Gatwick and regional airports such as Manchester. In a statement to deal with the issue, â€Å"short-haul premium will never recover. That part of the business has changed for ever and we have to address it†. However, BA has plans to continue providing premium class in short-haul flights operating from Heathrow, to take advantage of business-class transfer traffic. (Martin R, 2010) Although on the face of it, this strategic move seems like a way to combat he rising costs, however, its real intent is to combat low cost airlines, who, although provides business class seats, accentuates the benefits of their economy class seats. 6. 1. 3 Barclaycard promotion British Airways understood that most of their customers booked their flig hts with credit cards. As a result, they saw Barclaycard, UK’s largest credit card provider, as a viable business partner. As a result, British Airways implemented a promotion with the Barclaycard; customers booking their flights via Barclaycard would allow them to earn air miles, which could be used to purchase British airways products or receive free flights. (BA, 2) 6. 1. 4 Voluntary redundancy scheme British Airways announced a voluntary redundancy scheme during the early part of the current recession, stating that almost 300 staff would leave the airline by the end of May 2009. The announcement was expectedly met with hostility with its workers. The scheme was designed to meet some demand for redundancy in some parts of the business and where it was possible to release people and not replace them. The departures, largely in administration and support roles, are the latest cost-cutting measure by the airline, which is facing increasingly weaker demand for flights, particularly for its more lucrative business and first-class seats, and is in addition to about 450 managers that left the company in December 2008. A spokeswoman for BA said the airline was pleased with the take-up of the scheme, with staff numbers in line with expectations. Workers will get about three weeks pay for every year they have been with the airline. The redundancies followed BA’s announcement to sell 11 of its 15 Boeing 757 aircraft, to be replaced by Airbus A320s, in order to cut costs and be more environmentally friendly. (Times Online, 2010) 6. 1. 5 Service Oriented Architecture (SOA) During the latter part of 2009, British Airways announced that it will use Progress Software as part of its program to transform passenger and airport systems. BA expressed its intention to use SOA solutions as a key part of its travel program to upgrade its IT systems. This is expected to last until the end of 2014 and change the way BA provides service by integrating over 600 different electronic systems and processes involved in getting the passengers to their destinations. Gordon Penfold, the CTO of Progress Software, the American company who invented the SOA program, explained that â€Å"with 300 locations around the globe, 25,000 users and more than 250 key applications, BAs goal is to transform the travel experience. The flexibility of the Progress SOA portfolio allows BA to extend the features of its e-commerce site right through to its airports, by allowing greater self-service functionality and plug and play capability. † The result, according to Penfold, is to drive an agile business where rollout is easier, and cost and time are reduced. British Airways believed that providing just low cost seats to its passengers will not help them beat low cost airlines, but reducing the travelling time will make them the natural choice for air travelling. (Angelica M, 2009) 6. 1. 6 Seat Selection On September 2009, British Airways have started charging their passengers if they wish to choose their seats when they reserve. The new charges will affect people who want to ensure they sit together on a flight and anyone with a preference for window, aisle or emergency exit seats Currently, British Airways allows passengers to select their preferred seats free of charge within the 24 hours prior to departure. However from October 7 2009, passengers would have to reach into their pockets if they wish to secure their preferred spot in the cabin when they make a booking. A spokesperson announced that this would give customers more control over their seating options. For an economy class trip within Europe, passengers will pay an extra ? 10 per person to choose a seat. On long-haul economy or short flights in business class the charge will be ? 20, and ? 60 in business class on long-haul voyages. The plan followed the airlines decision to cut luggage allowances and abolish free meals on short flights. However, the plan was met with some ridicule. Some argued that the move will undoubtedly tarnish BA’s brand image. However, the airline has defended the move and said it was giving customers peace of mind they could sit where they want while opening up new revenue streams. Also, they saw that low cost airlines, EasyJet, and Ryanair, had hidden charges which were written in small prints. These extra charges showed how much passengers had to pay for extras such as using a debit card and checking-in. According to their calculation, the â€Å"hidden charges† showed maximum extra charges of ? 375 and ? 79. 85 for Ryanair and Easyjet respectively. (James Q, 2009) 7. Recommendations As mentioned before, most airlines are suffering due to the recent economic downturn. Hence, they, too, have rethought about their current business situation and developed alternative methods. After much research, it seems as though British Airways, who has suffered more due to the current economic climate, has adopted more strategies than others. They have implemented cost-cutting, redundancy and cutting luxury on flight. However, one area where they may improve is focusing on auxiliary income. Focusing on Auxiliary Income The aviation industry companies have opportunities to earn auxiliary income: For example, they could charge for checked baggage, seat assignment, catering and even blankets and so on. Whilst for some airlines this additional income may be insignificant, however, other airlines have seen a dramatic increase in their auxiliary income. During the recent years, US airlines have collected more than US$ 670 million in baggage fees in the second quarter of this year, up some 276 percent from the year-earlier period (I-Net Bridge, 2009) In fact, speaking at the at the World Low Cost Airline aviation conference in Barcelona, Spain, Mango CEO Nico Bezuidenhout stated that; There are compelling reasons for airlines to take ancillary revenue opportunities very seriously, said Bezuidenhout, and airlines have an advantage: a base pre-qualified as having disposable income, an audience which has already illustrated a level of trust in the airlines own brand and, thirdly, knowledge of the consumers travel trends. Not only do airlines have substantial insight into who they carry, but air travel typically represents the first purchase activity in the overall travel procurement cycle, followed by destination content, hotels and cars bookings all of this serving to provide airlines with the ideal contextualised sales opportunity. † Recently, most airlines, not just low-cost airways, have started to focus on increasing their auxiliary income more than ever. British Airways is also adopting this method by charging fee for seat selection. However, perhaps they should consider increasing their additional income through other means as well. 8. Conclusion British Airways has undoubtedly suffered due to the current economic crisis. However, what makes the situation more painful is that low-cost airlines, such as Ryanair and Easyjet are surviving the economic downturn with relative ease, and have gained more passengers due to passengers preferring to travel cheaper than before, as seen above. Perhaps it would not be wise for British Airways to change their business way in order to combat the current recession. Many experts believe that the recession is coming to an end and that people will soon become more willing to spend more on luxuries such as air travelling. On the other hand, there are economists who believe that the recession will last longer than anyone is expecting, and that is businesses do not adapt to the new environment, they will inevitably cease to trade. The wisest strategic movement British Airways could implement would be to shift their attitude towards low cost airlines, taking in what is working for them and utilising it to their benefit, whilst at the same time, constantly improving their strengths such as providing excellent service to their customers. Arguably, low cost airlines have increased their attraction level to consumers in recent years, and British Airways must take this into account. A detailed Porter’s Five Forces analysis, complimented with a SWOT analysis could direct British Airways to the correct way forward. With all industries, it is always vital to constantly monitor their business environment and adapt to it. By carefully analysing their environment, they can decide which strategy will benefit them. They should recognise the opportunities and threats present and wisely use their strengths and weaknesses to their advantage. British Airways must do the same. Based on the strategies currently adopted or announced by British Airways, it appears as though they are horizontally expanding. Perhaps this is the correct way to go, especially since the strategy allows economies of scales. However, constant evolution of the company’s management and business style must be approved if British Airways expects to survive not only the current recession, but against large number of competitors.

Keats And Longfellow Analysis Essays

Keats And Longfellow Analysis Essays Keats And Longfellow Analysis Paper Keats And Longfellow Analysis Paper When I Have Fears and Mezzo Caiman by John Keats and Henry Headwords Longfellow respectively, have similar themes such as the inevitability of death and the fear of living unfulfilled and inadequate lives. John Keats fears that he will live a life of inadequacy and fail to accomplish all of his dreams, but he understands that his goals are miniscule in the larger scope of life. Conversely, Longfellow maintains a morbid view of death and of the future itself, while Keats is more captivated by the human experience and despite his uncertainty about the future, feels that living is far more important than reaching his personal goals. The poems possess some commonalities, specifically in the beginning, where both complain about the temporary nature of life. Longfellow Half of my life is gone directly coordinates with Keats When I have fears that may cease to be. Both men fear that they will die before theyre able to accomplish their respective goals. Keats specifically fears that he will die Before my pen has gleaned my teeming brain, before he can get all of his thoughts onto paper and leave his mark on the world in a literary manner. Longfellow possesses a similar fear specifically that he has not fulfilled the aspiration of [his] youth and failed to build a tower of song with lofty parapet. Both men hope to leave some sort of lasting legacy on history but both understand that death is an inevitable fact of life and that time is running out for them to accomplish their goals. Neither man has accomplished all of his goals in life, whether it be Keats literary aspirations, or Longfellow wish to build a tower of song. However, both fear that the ultimate end will come too soon and put an end to their dreams. Despite both men fearing that death will come too soon for them, the apparent differences in their situations arise towards the middle of the poem. Specifically their experiences and views of love are expressly different. Longfellow has experienced times of passion and pleasure, but complains that the subsequent sorrow and care that it disabled him in the pursuit of his goals. Longfellow experiences of a love lost caused him great pain that slowed his progress towards his goals and ultimately adversely affected his life. However, Keats takes a different tone towards love. He views love as a beautiful and mysterious endeavor that he wishes to experience before his life ends. He feels that true love occurs With the magic hand of chance and finds it regrettable that he in unable to find true love. He thinks that his keen awareness of death will prevent him from being able to trace the huge cloudy symbols of high romance or prevent him from ever experiencing true love at all. Longfellow fear of death as well as his experiences in love keep him from completely accomplishing his goals, while Keats has lived an interesting and fulfilling life that he does not want to end, hence his fear of death. The end of the poems both show the conflicting attitudes towards life and death by using situations where the men can reflect on their lives and life in general. Both men walk to the edge of a geographical feature, Keats a shore, and Longfellow a hill overlooking a city. Keats looks forward to the future during his time resting on the shore and realizes that life is a grand endeavor, and a wide world exists outside the confines of his life. He realizes that his oils are unimportant on this grand scale and seems to find peace in this fact. Longfellow on the other hand, sees nothing but a vast city that symbolizes his past, and a cataract of Death thundering from the heights. Longfellow cannot move on from his past and henceforth cannot see any future for him at all, and will never achieve his aspirations. Keats on the other hand, realizes that he still has opportunity in his life and finds peace in the fact that he is still alive to achieve his goals, despite the realization that theyre not as significant as he once thought.

Using web based research, find an environmental-based ethical dilemma Essay

Using web based research, find an environmental-based ethical dilemma from the past five years online - Essay Example At the Severn tidal estuary, sea water rises up the river during high tide. The proposed barrage would allow the high tide to flow in through the sluice gates of the barrage, when the tide is at its highest, gates would be closed, when the tide starts to fall the water would be released driving two hundred and fourteen 40 MW turbines. The project could generate as much as 17 billion kilowatt hours of electricity per year. This project could generate up to 5% of the UK’s energy needs (Black & Veatch, 2007). A large part of the Severn estuary has been marked as a protected wetland. The estuary is the habitat of tens of thousands of birds and other aquatic wildlife. If the proposed barrage is built, 35,000 hectares of protected wetland would be inundated by water potentially endangering the wildlife that depends on it for survival (Turnpenny, 2001). Great numbers of migratory fish including critically threatened or declining species such as Atlantic salmon, sea trout, shads and eels also pass through the Severn estuary. Fish passing through the hydroelectric turbines are likely to suffer injury or death (Turnpenny, 2001). According to Kant’s categorical imperative, the ends do not justify the means, a person’s acts are morally correct if and only if it were correct for every other person to act in the same way, for the same reasons. Another aspect of the categorical imperative involves the treatment of human beings. Kantian morality is concerned mostly with the rights of humans, Kant considered non-human creatures to be mere ‘things’ which could be used and disposed of by humans at their will. Kant advocated kindness to animals, but only because he believed that those who are cruel to animals inevitably become cruel in their dealings with other humans as well (Gruen, 2010). According to Kant, humans are intrinsically valuable and they must not be used as a merely a means to an end but

Muhammad Ali Clay ( Cassius Marcellus ) 1942 - 1981 Essay

Muhammad Ali Clay ( Cassius Marcellus ) 1942 - 1981 - Essay Example For instance, he started training when he was only 12 years old. However, irrespective of the tender age of training, the super man acquired several skills, expertise as well as experience. This pushed him towards the realization of his first global success at the age of 221. For instance, it was at the age of 22 when Muhammad Ali first won the World heavyweight championship. This happened in the year 1964. The victory really motivated Muhammad Ali. As such, he vowed to put even more effort in order to succeed at each and every boxing event. It is of crucial significance to underscore the fact that Muhammad Ali was born a Christian. However, as he continued to grow, he later on converted to Islam. This happened in the year 1975 when he was 33 years old. Born in Louisville, Kentucky in the United States of America, Muhammad Ali, also known as Cassius Marcellus Clay played a total of 61 fights. Amongst these fight matches, he won 56 and lost 5. Amongst his victories, his total wins by knock outs included 37 in number. This paper is going to focus on Muhammad Ali relevant to his religious perspectives as well as the issue of women. Moreover, the paper is going to focus on the views of Muhammad Ali relevant to wars as well as maintenance of peace amongst individuals in the society. Furthermore, the paper is going to focus on Muhammad Ali’s take on the issue of racism as well as equality of all the people regardless of differences in races, religion as well as ethnic backgrounds. It is of crucial significance to note that Muhammad Ali, also known as Cassius Clay was really opposed to the issue of racism in the United States of America. Muhammad Ali is someone who deeply the valued the issue of equality amongst all humanities. However, it is of crucial significance to underscore the fact that the issue of racism greatly undermined as well as compromised the issue

Paper about MSC Essay Example | Topics and Well Written Essays - 2500 words

Paper about MSC - Essay Example This paper will attempt to describe marine science and the recent challenge or challenges the field of study is facing. Marine science is also known as oceanography or oceanology. As the term connotes, it deals with the study of the ocean and involves a variety of topics across several disciplines that can influence processes in the ocean world. There are four branches of the disciplines; namely, biological, chemical, geological, and physical. The first has to do with the interaction of marine organisms with their environment under the seas. Chemical oceanography is the study of the chemical properties of the sea. Knowing this is important because the seas and things in it help in sustaining life on earth. The chemical make-up of anything from the ocean that man comes into contact with will help society understand, for example, its effect on man. Geological oceanography, meanwhile, is that branch which concerns itself with the ocean floor as well as the tectonic plates of the earth. Lastly, physical oceanography studies the physical characteristics of the seas like waves, temperature, currents, tides , etc. Studying the ocean and all that is in it is not a new discipline. As mentioned in the introduction, humans were already exposed to the seas and oceans in prehistoric times although the observations were mostly for purposes of map making and fishing. Proponents include Juan Ponce de Leon and Benjamin Franklin who were responsible for identifying and naming, respectively, the Gulf Stream. Written accounts of their sea travels serve as information from explorers like James Cook, Louis Antoine de Bougainville, James Rennell, Sir James Clark Ross, Charles Darwin, Robert FitzRoy and Matthew Fontaine Maury and have helped in enriching the knowledge base about the ocean and marine life. The contributions of these explorers have enabled oceanographers after them to prepare properly for

Analysis of C Seasons Footwear Company

Analysis of C Seasons Footwear Company Introduction For the business world today, the aim of every company is to invest in an environment that is economically safe with the aim of working towards making profit, make maximum returns on investment and to kept the interest of the companys shareholders in mind and also to have the interest of customers in mind in order to gain competitive advantage by working on core competency of the organisation. The company is in the athletic footwear industry called C SEASONS. The company used a differentiated strategy for the sale of its sports footwear. This is going into the footwear market in a different way from other footwear making companies in order to have a competitive advantage over other athletic footwear industry. C Seasons Footwear Company has been in the footwear industry for the last five years supplying the best footwear to four different regions namely, North America, Europe Africa, Asia Pacific and Latin America. The BSG Online simulation was based on twelve industries that were into athletic footwear located in four regions (North America, Europe Africa, Asia Pacific and Latin America. It started with twelve companies and to compete with other company and make necessary decisions and design and implement a strategy that will provide a longterm return for shareholders over the next five years. The report will focus on company 25 (C SEASONS). According to Johnson, et al (2009) a differentiation strategy seeks to provide products or services that offer benefits that are different from those of competitors and that are widely valued by buyers. p.153. The aims and objectives of the BSG online simulation are: Becoming the market leader in the footwear making industry. To have a good shareholder returns. To have a high net profit at the end of the game simulation. Various report, tables and graphs would be used to help decision making processes. The table below shows the strengths and weaknesses for C Seasons on both the internet segment and wholesale segment of the business for the five years. Simulation Result. Year 1. In order to be the market leader, we decided that in year 1 we would be making a 1% charitable contribution, by doing this it would help reduce the tax payable by the company at the end of each financial year. The company would also be involved in workforce diversity programs. The company also decided that at the end of the year we would have certain percentage of our unsold stock on clearance sales. For the North American market clearance would be 25%, Europe Africa would be 25%, Asia Pacific would be 50% and 50% for Latin America. The company also had strengths in all regions in the models offered, rebate offers and advertisement. Some weakness were also identified such as the style and quality, delivery time and the wholesale price. At he end of the first year the company had an image rating of 66 and a credit rating of A. The net profit margin in the first year was 14.1% while return on equity was 22.8%. The current ratio in the first year was 2.74 while the asset turnover was 0. 93. Year 2 In year two the strengths of the company in the regions were the models offered and the rebate offers. The inventory clearance was left as the first year which the company believed would attract more customers. The weaknesses in year two were style and quality, wholesale price offered to retailers, the delivery time, celebrity appeal and free shipping. Return on equity in year two was 23.4% while the net profit margin was 16.4%. This was a 3.1% rise from the first year which points out that the company was selling well. Asset turnover in the second year was 0.93 while the current ratio was 4.11%. Year 3 In year three the strengths of the company in the three regions were the free shipping offered, rebate offers, celebrity appeal and the models offered. The return on equity in year three was 19.7%. Net profit margin 16.9%. Asset turnover was 0.57 while the current ratio was 5.37%. The company had some weaknesses in the third year of business delivery time, retail outlet, and advertising were the setback for the company. Year 4 In year four the company decided to pay shareholders, a sum of $0.50/share is to be paid to each shareholder per the number of share(s) they hold in the company. Shareholders were paid dividend as a sign of goodwill and also to show value for the money they have and would invest in the company. The company showed some strengths during the trading year such as the models offered, the free shipping offered, rebate offers and good advertising. The company also had some weaknesses in some of the regions such as the style and quality, retail outlet and the delivery time. The return on equity for year four as 10.3%. Net profit margin for the year was 10.5%, the reason for this was the dividend paid to shareholders during the year. The asset turnover for the year was 0.76 while the current ratio for the company was 7.32%. Year 5 In year five the current ratio for the company was 8.21% while the operating profit margin was 25.7% and net profit margin was 17%. In the fifth the company had some weaknesses such as wholesale price, style and quality and the retail outlet. The strengths during year five were free shipping offered, the good advertisement made, the delivery time, the rebate time offered and the celebrity appeal the business had. The asset turnover for year five was 0.72. Strategic Thinking a.) Strategic Analysis The basis strategy used in the simulation was a differentiation strategy â€Å"this seeks to provide products or services benefits that are different from those of competitors and that are widely valued by buyers† (Johnson et al, 2006) pg 153. C Seasons offered a good quality product and started with a slightly lower price for a quality product that it was producing. C Seasons used the PESTEL framework to analyse its external environment. â€Å"The PESTEL framework categorises environmental influences into six main types; political, economical, social, technological, environmental, and legal factors† Johnson et al (2006) pg 25. The aims was to achieve competitive advantage by offering better product or services at a reasonable price or enhancing margins slightly higher. Although, Seasons product may be identical, but possible to differentiate on the basis of the following Quality product Reasonable price Global brand Broad market Unique value Niche market Product differentiation is another strategy for gaining a market foothold, and to be successful, product differentiation must be valued by target customers. It must be protected by products, make duplication by rivals difficult or impossible Today, most successful and powerful companies grew out of business model that were elegant, compelling in their logic and powerful in economic potential as some variation of the value chain that support business. b.) Mission And Vision â€Å"A mission is a general expression of the overall purpose of the organisation, which, ideally, is in line with the values and expectations of major stakeholders and concerned with the scope and boundaries of the organisation† Johnson, et al (2006) pg 9. â€Å"A vision can also be described as desired future of the organisation. It is an aspiration around which a strategist might seek to focus the attention and energies of members of the organisation† Johnson, et al (2006) pg 9. Therefore, the mission of C Seasons will be to become ‘the major player in the market and the vision is ‘to produce the best footwear that are worn and cherished the world over by both children and adult. External Environment External environment examines opportunities and threats that exit in the environment. Both opportunities and threats exist independently of the firm (Adkins, March 2008). See appendices. Internal Environment The internal environments are those that the company can set up strategies for and make sure that the decisions are the right one for the company. See appendices. Value Chain Value chain analysis also highlights the mechanisms through which developing countries and their procedures have upgraded their activities and linked to producers and consumers in the global economy, or may do so in the future in a manner that can lead to a sustainable income growth. The results of this type of analysis should indicate the way to policy challenges confronting the private and public agents operating in or promoting the chain (Kaplinsky,2000). The VRIO framework was the foundation for internal analysis in order to lead to sustainable competitive advantage a resource or capability should be valuable, rare, imitable and organised. Decision Making And Personal Learning C Seasons decided not to take a bank loan in the first year of business, the reason for this was to see if the company could sustain itself without a loan or overdraft. At the end of year one the company had a total sales of $267,140m with a net profit of $37,666m. In year four the business decided to issue dividends to shareholders, a $0.50 was to be aid to each shareholders per the number of shares they hold. The reason for the dividend been paid to shareholders was as a result of increase in the businesses market share and profit. The reason why the net profit in year four was low was as a result of the exchange rate at the time which went up to $21,764m compared to $6,756m in year three. The company had problems with its style and quality during the first two years of business and were able to sort it out by year three. In order to generate net income on our investment, we signed a celebrity to endorse our product and also wear the footwear during shows and also placed some adversitment on TV and billboards. We tried to create a new concept with good features in order to meet customers aspiration at this period our firm started making sales. In all, this exercise have exposed me to know how business can be done in real life and make necessary strategic decision that will make the business more viable to operate. These also allowed me to have an in depth understanding of business practice and ability to have a longterm vision and generate positive customer and shareholder expectation. I was also able to know how to use the accounting ratios in calculating for businesses. Conclusion To gain return on investment, strategic decisions must be made in accordance with the set objectives, the report focused on developing strategic decisions which helped in comparing the simulation to a real life business. An important skill derived will monitor numerical information and analysing these statistics in order to forecast the future and successfully survive in the business. The various experienced gained during the cause of the simulation game and comparison of other group result to improve the firms decision making were utilised this included taking risks to ensure that the firm performance in the market is high. Charts and financial ratios were analysed during the course of the simulation exercise to complete the tasks, this helped the decision making process. Making use of resources and information that is available. Recommendations C Seasons is clearly the top of its industry, but no company is invulnerable. Seasons has several avenues of improvement. If they want to continue to build upon their lead and maintain their status in the industry, they need to take a hard look at their mission and define it in SMART terms. The ability to reach some of their target customers in such a fashion could be a huge marketing advantage. Seasons reputation will be more positive and if they can gain back customers lost due to negative publicity. People already associate Seasons with quality retail products. It would be even better to feel good about buying their product and not feel as if people are being exploited every time they purchase a Seasons product. Appendices The Summary of Internal and External Analysis Swot The SWOT summarizes the key issues from business environment and the strategies capability useful as a basis against which to generate strategic options and assess future courses of option(Harvard Business Essentials,2005). Its helps to generate strategic alternatives from a situation analysis, and can be applicable to either corporate level or business unit level and do appears in marketing plans The internal and external situation analysis can produce a large amount of information, much of which may not be highly relevant. The SWOT analysis classifies the internal aspects of the company as strengths or weaknesses and the external situational factors as opportunities or threats. The following diagram shows how a SWOT analysis fits into a strategic situation analysis. SWOT Profile The internal and external situation analysis can produce a large amount of information, much of which may not be highly relevant. The SWOT analysis classifies the internal aspects of the company as strengths or weaknesses and the external situational factors as opportunities or threats. In summary, the interaction of the internal and external analysis will result to SWOT important. e.g, the strengths can be leveraged to pursue opportunities and to avoid threats, and managers can be alerted to weaknesses that might need to be overcome in order to successfully pursue opportunities. Strengths In a SWOT analysis, the capabilities that enable Seasons company to perform wellcapabilities that needs to be leveraged. The company has introduced many innovative products giving it a competitive edge. Its global reach provides it an opportunity to tap growing global footwear market. The companys consistent innovations have enabled it to remain competitive and maintain market share Weaknesses In a SWOT analysis, the characteristics that prohibit Seasons company or unit from performing well and need to be addressed. The seasons company falls behind in brand awareness compared to its competitors because of lacking celebrity endorsements. The company faces intense competition from global players such as other competitors. Opportunities In SWOT analysis, the trends, forces, events, and ideas that Seasons company or unit can capitalize on. The global footwear market has shown positive growth in recent years. The North Americas and EU markets are expected to grow at CAGR of 4.3% and 3.2%, respectively, to reach values of $93.2 billion and $60 billion in 2010. The Asia Pacific region is set to grow more strongly in the 20052010 period, recording a CAGR of 4.7%. a positive outlook for the global footwear market would boost the revenue growth of the company. Threats In a SWOT analysis, the possible events or forces that Seasons company or unit must plan for or mitigate. The principal materials used in manufacturing footwear products are natural and synthetic rubber, plastic compounds, foam cushioning materials, nylon, leather, canvas, and polyurethane films used. As a result of rising oil prices, the prices of synthetic rubber and plastic based products has increased. Rising oil prices will further increase the prices for petroleum based products. Increasing raw material costs would increase the companys production costs and may affect its profitability. SWOT Analysis Limitations The classification of some factors as strengths or weaknesses, or as opportunities or threats was somewhat arbitrary. For example, a particular company culture can be either strength or a weakness. A technological change can be a either a threat or opportunity. But, the most important was that firms awareness of them and its development of a strategic plan to use them to its advantage. Competitive Environment The prospects for longterm industry wide growth in footwear sales are excellent. Athletic shoes have become the footwear of choice for children and teenagers, except for dressy occasions. Increased adult concerns regarding physical fitness are boosting adult purchases for use in exercise and recreational activities. Distribution Channels The ultimate customers for athletic footwear, of course, are the people who wear the shoes. But athletic footwear manufacturers have all refrained from integrating forward into retailing and making direct sales to the final user. Customer demand for athletic footwear is diverse in terms of price, quality, and types of models. There are customers who are satisfied with no frills budgetpriced shoes and there are customers who are quite willing to pay premium prices for topoftheline quality, multiple features, and fashionable styling. Wholesale Selling Price The higher your companys wholesale price to retailers, the higher the prices that retailer will charge customers. Consumers are quite knowledgeable about the prices of different brands, and many do comparison shopping on price before setting upon a brand to purchase. The Number Of Retail Outlets Retail outlets are essential in accessing the consumer market. The more retail outlets a company has carrying its brand of shoes, the more market exposure a manufacturer has and the easier it is for consumers to purchase the brand. Celebrity Endorsements Footwear companies can contract with celebrity sports figure to endorse their footwear brand and appear in company ads. Celebrity endorsements, along with the impressions and perceptions people gain from watching a companys media ads over time, combine to define how strong a brand image a company enjoys in the minds of athletic footwear buyers. Customer Rebates Manufacturers who give rebates provide retailers with rebate coupons to give buyers at the time of purchase. To obtain the rebate a customer must fill out the coupon and mail it to the manufacturers distribution warehouse, along with the receipt of purchase. The VRIO framework was used to evaluate how capable Seasons Value A resource is valuable if it helps the company to meet an external threat or exploit an opportunity. If a resource helps to bring about any one of these four things then its valuable Quality Service Seasons offer a quality service, and the good does whats designed for exceptionally well. Innovation Process innovation can influence efficiency rather than having a direct effect, because the company can have at least temporary monopoly on new product. Rare Seasons brand name is valuable but most of its competitors ,also have widely recognised brand names as well, making it not that rare. The Seasonls brand may be most recognised, but makes it more valuable not more rare. Uniqueness Its a prime locations, design, and intellectual property. Inimitability The inimitable resource are often result of historical, ambiguous or social complex causes. Intangible resources or capabilities like corporate culture or reputation are very hard to imitate and so inimitable e.g Seasons marketing strategy leads to distribution, partnership programme leads to customer relation management. Organised A resource is organised if the firm was able to actualise it. If analysis does turn up a valuable, rare and imitable resource that Seasons was not taking advantage of, then recommendations. Porters Five Forces The essence of formulating competitive strategy, writes scholar porter was relating a company to its environment. Every companys environment includes with customers, competitors, suppliers and regulators etc, and has impact on its profit potential (Harvard Business Essentials,2005). Both current and potential customer, each requirements for product quality, features and utility. Changes in the external environment may be related to competitors, suppliers, partners, customers, sociochanges, economic environment etc. The external analysis was use to examine opportunities and threats which do exists in the environment, and both opportunities and threat exists independently of the firm. The opportunities were favourable conditions in the environment, which produce the results for an organisation if agreed. But, the threats were conditions or barriers that may prevent the firms from reaching its objectives. Power Of Buyers The bargaining power of buyers was very high, as Seasons continue to market their products and differentiate their brands against competitors, so as to increase sales and market share. With the use of internet marketing, helps the company to improve accessibility and intimacy among users. It helps the brand entity plays its role in purchasing behaviour, strong identity will gives customers trusts and loyalty. Some of the online customers are sensitive to price and switching cost for the buyer was low. Power Of Suppliers The threats of bargaining power of Suppliers was very low, many suppliers in this industry, little differentiation among suppliers and makes it nonexistence. The suppliers dependent on the firm in order to survive can switch between suppliers quickly and cheaply due to geographical locations, cheap labours on various regions. In this industry, raw materials were abundantly present (Leather, rubber, cotton) etc, will help the seasons to standardise their input procedure especially to material used, labours, suppliers, services and logistics in some of the regions. Threats Of Substitutes The buyers propensity to substitute was very low. Consumers are not likely to substitute due to the performance specification of the product. e.g, a basketball player would not wear boots to play basketball. Therefore, there are no real substitutes for athletic footwear. Consumer substitutes for athletic footwear products are low because there are little alternatives to switch, some substitutes for athlete footwear could be boots, sandals, dress shoes or bear feet. Barriers To Entry Threats of entry was very low in the sense that, seasons is able to control their costs to retain performance advantage over emerging competitors in the industry. The capital injection into web site development is high and must be updated frequently with new promotions and added features to attract online shoppers. There are many proprietary product differences in the industry therefore brand identity has an immediate competitive advantage. The online footwear industry is highly abundant with hundreds on online merchants. Switching cost is low for the consumer, and may occur frequently depending on consumer preference and other factors affecting consumer, and may occur decision, (i.e. price sensitive consumers). Selling footwear online is highly competitive; however, barriers to enter into this ecommerce industry are quite low. Rivalry Among Existing Competitors The rivalry among existing competitors in the footwear industry was very high. Most individuals in North America have access to high speed internet and online purchasing has become the new trend for the twenty first century. Almost every large firm has a web site, and most of these web sites contain virtual stores which provide convenience to consumers. Competition is fierce in the footwear industry and those who dominate or lead the market do so with high capital expenditures, aggressive sales and marketing strategies, and strong brand identity. Pestle Analysis Political Analysis Political environment vary widely between countries and can alter rapidly. Government can of course create significant opportunities for organisations. It is important, however, to determine the level of political risk before entering a country (Johnson et al, 2009) pg 218. Examples are the political stability of the country, tax policies, etc. Economic Analysis key comparators in deciding entry are levels of gross domestic product and disposable income which help in estimating the potential size of the market. However, companies must also be aware of the stability of a countrys currency which mat affect its income stream (Johnson et al, 2009) pg 218. Examples inflation rate, interest rates, labour costs, etc. Social Analysis Social factor will clearly be important, for example the availability of well trained workforce or the size of demographic market segments old or young relevant to the strategy (Johnson et al, 2009) pg 218. Examples are income distribution, consumer behaviour, living standard. Legal Analysis Countries vary widely in their legal regime, determining the extent to which businesses can enforce contracts, protect intellectual property or avoid corruption. (Johnson et al, 2009) pg 219. Another external factor that C Seasons faced was other competitor, this was difficult because we new that other industries would have access to our details and would see what we were doing and try to target our business. The edge our industry had was that we spent more on advertising and reducing our delivery time to two weeks. Internal Environment Technology Capabilities All the industry under the simulation game has got one thing in common and that it we are all making athletic footwear. We all want to make the best footwear and so we would make sure that we use the best and very latest technology to produce the best footwear for the athlete or for the public that would wear them. Distribution This is how the footwear is distributed to the wholesalers and private customers. C Seasons was able to reduce delivery time from four weeks to two weeks which helped sales. Purchase Decision Purchase decision is what will determine the product a customer will purchase or buy, this would in turn reflect in the decision to be made by the company. In all cases, before customer makes a decision to purchase a particular product they would compare prices of the product with the value they hope to enjoy from such product. C Seasons was able to enhance the purchase decisions of its customers by making their footwear a high quality with good styling.

A Study of Literature Isms :: essays papers

People change through every generation. But the bidding force through all the generations has been literature. There are four essential classifications for literature, romanticism, realism, naturalism, and existentialism. Romanticism centers â€Å"around art as inspiration, the spiritual and aesthetic dimension of nature, and metaphors of organic growth† (VanSpanckeren, â€Å"The Romantic Period: Essayist and Poets†). VanSpanckeren says that in his essay â€Å"The Poet†, Ralph Waldo Emerson, one of the most influential writer of the Romantic era, asserts: For all men live by truth, and stand in need in expression. In love, in art, in avarice, in politics, in labor, in games, we study to utter our painful secret. The man is only half himself, the other half is expression (qtd. in â€Å"The Romantic Period: Essayist and Poets†). Romantic literature came from a reaction to the neoclassicism and formal orthodoxy of the preceding period (Holman and Harmon). â€Å"Romanticism arose so gradually and exhibited so many phases that a satisfactory definition is not possible† (Holman and Harmon). According to VanSpanckeren, the development of the self became a major theme in romanticism; self- awareness was a primary method. According to the Romantic theory, self and nature are the same, and self- awareness is not a selfish dead end but a mode of knowledge opening up the universe (VanSpankeren, â€Å"The Romantic Period: Essayists and Poets†). With this new found idea of self, new compound words with positive meanings emerged: self- realization, self- expression, and self- reliance (VanSpankeren, â€Å"The Romantic Period: Essayist and Poets†). Romanticism stresses individualism, affirmed the value of the common person, and looked to the inspired imagination for its aesthetic and ethical values (VanSpankeren, â€Å"The Romantic Period: Essayists and Poets†). In New England, Romanticism prospered, the New England transcendentalists, Ralph Waldo Emerson, Henry David Thoreau, and their associates, were inspired to a new optimistic affirmation by the romanticism ideas (VanSpanckeren, â€Å"The Romantic Period: Essayists and Poe ts†). The transcendentalists believed that the soul of each individual was thought to be identical with the world (VanSpanckeren, â€Å"The Romantic Period: Essayist and Poets†). Some examples of romantic writers are the New England transcendentalists (Emerson, Thoreau, Nathaniel Hawthorne, Margaret Fuller, Bronson Alcott, and William Ellery Channing), Oliver Wendell Holmes, and Edgar Allen Poe (VanSpanckeren, â€Å"The Romantic Period: Essayists and Poets†). The New England transcendentalist carried the expression of philosophical and religious ideas to a high level through essays and lectures (Holman and Harmon). Ralph Waldo Emerson’s first publication, Nature,

How Has Globalization Affected Corporate Strategy in the 21st Century Essay

In the last 21 years the notion of a multinational company has changed significantly. This is best demonstrated by the 1973 United Nations definition, which clearly stated an enterprise is multinational if it â€Å"controls assets, factories, mines, sales offices, and the like in two or more countries† (Bartlett, Ghoshal 2000 p.3). As we know a multinational corporation is much more then just that it controls foreign assets, it must also have a substantial direct investment in foreign countries, as well as engaging in some form of management of these foreign assets. The evolution of corporations over this time has been somewhat difficult and by no means is the process of change finalized. As with most things this evolution and learning process could be seen as being life long. The environment in which we operate clearly evolves each year and to stay ahead businesses are now required to stay ahead of developments to compete. Some of the slower players, such as Phillips (Bartlett 1999) merely lost market share through this evolution, others in the past and perhaps in the future will lose their businesses. To understand the importance of multinational corporations in relation to the world economy we see that they account for over 40 percent of the worlds manufacturing output, and almost a quarter of world trade (Bartlett, Ghoshal 2000 p.3). Although the focus is often on the larger players such as Ford, Procter and Gamble, or Coca Cola as time progresses it is more the smaller companies which we will need to keep an eye on, as they become important players, especially in international niche markets(Bartlett, Ghoshal 2000 p.3). Traditionally there were three motivations for most organisations to enter international markets, or to undertake investment overseas. These were: 1. Suppliers – the ongoing need to source supplies for operations (adapted from Bartlett, Ghoshal 1989, 2000). 2. Markets – seeking additional markets to sell products. Traditionally companies went international to sell excess production lines, or to meet one off needs. The market then moved to increased competition where players were keen to be the first mover to a market, so as to gain a competitive advantage. Corporations were often driven by the home country size, with the need for further consumers for ongoing viability and growth (adapted from Bartlett, Ghoshal 1989, 2000) 3. Lower Cost – by seeking production facilities which would attract lower labor costs and hence higher profits. Clothing and electronics were the first movers in this strategy, usually looking to developing countries such as China or Taiwan. This is still used somewhat today as a strategy, such as large call centers providing services in India for most Australian banks (adapted from Bartlett, Ghoshal 1989, 2000) It is not my intention to go into the advantages and disadvantages of a corporation entering an international market, or to continue to operate in an international market, beyond the above three initial drivers. What is imperative that in the 21st Century an organisation must seek a strategy that meets the organisations ongoing needs which is clear and precise so as to provide direction for future growth. Due to the ongoing worldwide demand after WWII, most organisations prospered when entering international markets. Often however the strategies to entry were ad hoc and did not provide clear objectives or guidance for ongoing management. Operations were based on an ethnocentric approach. Even though at the time they were referred to as Multinational Corporations, literature now refers to them as ‘International Corporations’. As international operations expanded and took on a more important role in the organisation, such as being a key profit centre, or perhaps a product innovation being conceived in an offshore operation, they tended to come under increased management scrutiny, such as the case with Fuji Xerox (Gomes-Casseres, McQuade 1991). This then progressed the corporation to a multinational approach, international markets being as important or even more important then the home market, which is more a polycentric approach to management. The potential from these operations were reviewed by management; the possibilities for cost reductions due to standardization moved most corporations onto the next phase being the global corporation mentality. This is that the entire world is a potential market. Retaining a image from their initial home country, such as McDonalds, they seek to enter all markets to service all customers, hence a regiocentric or geocentric philosophy of management. Bartlett and Ghoshal have gone beyond this to advocate the development of the transnational corporation. This takes the concept of global corporations one step further. Corporations to prosper in a globally competitive environment, should concentrate wherever possible on responding to cost pressures, leveraging of knowledge and information, whilst ensuring local responsiveness to consumer needs (1989 p.13). Cost reduction are imperative to ensure the ongoing viability of corporations. The sharing of costs globally for items such as R & D and mass production both provide examples of significant cost reductions, while enhancing learning and knowledge. By increasing the availability of information across the group you are more likely to also encounter a higher quality product as the innovation and knowledge is shared for the corporations greater good. Often companies forget that knowledge does not just reside in just the home country. Important information such as the local consumer market are often best to be determined by local managers so as to respond to local needs. In relation to local responsiveness Theodore Levitt (1983) provides a somewhat extreme view of the global market. His philosophy is that technological, social and economic developments over the last two decades have combined to create a unified world marketplace in which companies must capture global-scale economies to remain competitive. As we have discussed, the need to become competitive through reduction in costs is imperative for every business. However Levitt’s concept of a unified marketplace with homogenous needs has still some way to go. As researched by Procter and Gamble even how we wash our clothes differs throughout the world, sometimes even within each country. The provision of a standardized product to suit all in this industry would be a failure due to not meeting the needs of local consumers (Bartlett 1983). When we review these three elements of cost reduction, leverage of knowledge and local responsiveness we are aware that these terms are somewhat contradictory. History tells us that to provide local responsiveness you need to increase costs to increase the number of products which meet a specific consumer groups needs. The alternative is to standardize products to achieve economies of scale during production and marketing. Caterpillar has somewhat successfully implemented such a strategy. They redesigned their products around the use of standardized components. These are produced on mass through large production facilities to reduce the component costs and provide economies of scale. Machines are then transported to foreign markets where localized knowledge and components adapt the machines to the needs of local consumers (Srinivasa 1985). The overall approach is that they are able to combine all three elements of the transnational approach. Corporations also need to be aware of the increasingly complex nature of undertaking business in an international market. Social, cultural, and political environments, as well as currency fluctuations, and geographic diversity need to be considered carefully in any decision to undertake a foreign operation. It is best to research thoroughly and constantly review any strategy for overseas ventures as situations can change as in any business venture quite quickly. An example of this would be the increased use of Indonesia as a low cost production base for Australian corporations. With the increased political instability and also terrorism most corporations would be considering the ongoing viability of continuing in this market. Finally corporations need to be aware that to make any significant changes to an corporation strategy or structure it is both extremely complex, time consuming and challenging. As Ford has discovered, by constantly changing strategies to seek higher profitability, all they have been able to achieve has been another announcement of huge losses in 2001 from failed global ventures (Hill, Jones 2004 p276). The move to a transnational approach for most corporations would need to be a slow progression, while for some it is even perhaps out of reach. By focusing on the main elements of cost reduction, knowledge leveraging and local differentiation perhaps this will provide an avenue in the future for continued competitive advantage in an environment which is slowly moving towards Levitt’s concept of the ‘global village’ (1983). Perhaps the key lies with Bartlett and Ghoshal when they tell us that companies â€Å"must now respond simultaneously to diverse and often conflicting strategic needs. Today, no firm can succeed with a relatively unidimensional strategic capability that emphasizes only efficiency, or responsiveness, or leveraging of parent company knowledge and competencies. To win, a company must now achieve all three goals at the same time† (1989 p 25). REFERENCE LISTING Bartlett, Christopher A. 1983 â€Å"Case 6-1 Proctor and Gamble Europe: Vizir Launch†, taken from Bartlett, Christopher A. & Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 632 – 647. Bartlett, Christopher A. & Ghoshal, Sumantra 1989 Managing Across Borders: The Transnational Solution, Harvard Business School Press, Boston Massachusetts. Barlett, Christopher A. 1999 â€Å"Case 2 -4 Phillips and Matsushita 1998: Growth of 2 Companies†, taken from Bartlett, Christopher A. & Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 164 -180 Bartlett, Christopher A. & Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore. Gomes-Casseres, Benjamin & McQuade, Krista 1991 â€Å"Case 4-1 Xerox and Fuji Xerox†, taken from Bartlett, Christopher A. & Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 418 – 443 Hill, Charles W. L & Jones, Gareth R. 2004 Strategic Management Theory: An Integrated Approach, 6th Edn, Houghton Mifflin Company, Boston, Massachusetts. Levitt, T. 1983 â€Å"The Globalization of Markets† Harvard Business Review, May – June, pp. 92 – 102. Srinivasa, Rangan V. 1985 â€Å"Case 3-1 Caterpillar Tractor Co.†, taken from Bartlett, Christopher A. & Ghoshal, Sumantra 2000 Text, Cases, and Readings in Cross-Border Management, 3rd Edn, McGraw-Hill International Editions, Singapore, pp 259 – 279.

Nathaniel Hawthorne essays

Nathaniel Hawthorne essays In the novel, The House of the Seven Gables, Nathaniel Hawthorne uses several devices to describe Judge Pyncheon. Hawthorne gives a thorough profile on the Judge's character with the use of tone, point of Hawthorne's use of tone highlights Pyncheon's devoted character who had "the faithfulness of his public services in subsequent capacities." Yet, his mood slowly began to change to point out some of Pyncheon's weaker and darker sides. Hawthorne lets the reader visualize that Pyncheon's "proper face was what he beheld in the looking glass," to show that all of his good traits are simply images that are hiding his bad traits. The fragility of the looking-glass appears to be a symbol for the weak Judge. Although a very respected man, the Judge has yet to find respect Hawthorne also uses omniscient third person point of veiw to show the reader both, good and bad sides of Judge Pyncheon. Omniscient point of veiw lets the reader see that the Judge is not who he seems to be. He isn't even the person he thinks he is. Hawthorne allows the reader to acknowledge Pyncheon's "darker traits" and his hidden flaws, yet Pyncheon himself does not realize the evil traits that he possesses. Diction is one device that Hawthorne uses to let the reader see all aspects of the Judge. Pyncheon's "judicial character," "remarkable zeal," "admirably arranged life," or "smile of broad benevolence," are some of the detail descriptions Hawthorne used to bring out the Judge's character. Not only positive points, but Hawthorne uses harsh negativity to portray Pyncheon's "reckless youth" and "hard, cold" image. Every point of Pyncheon's character is given by Hawthorne with his use of tone, point of veiw, and diction. All of these devices gave Hawthorne the ability to show who Judge Pyncheon really was. The vivid use of words ...

Epithelial Tissue Observations Essay Example

Epithelial Tissue Observations Essay Example Epithelial Tissue Observations Essay Epithelial Tissue Observations Essay Data Table 1 – Epithelial Tissue Observations TISSUE TYPE OBSERVATIONS Simple Squamoussingle layer, flattened cells Simple Cuboidalsingle layered, cube shaped cells Simple Columnar (stomach)single layered, elongated cells Simple Columnar (duodenum)long columns in â€Å"S† shapes Stratified Squamous (keratinized)many layers, top cells flattened Stratified Squamous (non-keratinized)flat long strands with nucleus Pseudostratified Ciliated Columnarcells together in a column structure, single layer, elongated cells Transitionalmany layers of cube shaped and elongated cells Stratified Cuboidal (online)2-3 layers, cube shaped cells Stratified Columnar (online)top layer of elongated cells, lower layers of cubed shaped cells Questions A. Why is the study of histology important in the overall understanding of anatomy and physiology?Histology allows us to examine the structure and composition of all our tissues B. How are epithelial tissues named? They are categorized by the size and shapes of their cells C. Why are some epithelial tissues stratified? It’s because the stratified epithelial tissue is multilayered, as opposed to the monolayered simple epithelial tissue. D. Unlike squamous cells, cuboidal and columnar cells have large, open cytoplasm. Which functions of epithelial tissue are supported by having such big cells? The large round cells allow it to slide or move past each other. It also allows the tissue to stretch . Questions A. What is the primary function of connective tissue? It connects the epithelium to the rest of the body. It also provides structure (bone), stores energy (fat), and transports material (blood). B. What can the shape of the cells in a particular type of tissue tell about the function of that tissue? Epithelial tissue comes in different shapes and sizes, for example there is ciliated epithelial tissue, which has cilia that helps it move objects around. This kind of tissue can be found in the respiratory tract, where it sweeps to clean dust and germs trapped in mucus. Other epithelial tissues such as stratified squamous epithelial tissue is found in areas prone to abrasion because its structure is irregular and can prevent cuts and scrapes. C. What is matrix? Why do some tissues have more matrix than others? Matrix is the extracellular fibers and ground substance of a connective tissue. Some tissues have more matrix because the cells fibers are not as tightly packed. D. What do collagen fibers provide? Collagen is strong and flexible and resists force in one direction. It is stronger than steel when pulled. Ligaments and tendons are collagen fibers. E. Tendons, ligaments and cartilage have limited blood supply. Explain how this might affect the ability of these tissues to heal after an injury. If there is limited blood supply it means the nutrients and supplies to heal an injury in this area are not that readily available. 5. Repeat the above steps 2 through 4 for the smooth and cardiac muscle slides. Questions A. What kind of muscle would you find in your stomach? Smooth muscle tissue B. How is smooth muscle structure different from that of skeletal and cardiac muscle? Smooth muscle can contract on their own. Smooth muscle tissue has no striations. C. Why do we say that skeletal muscle is voluntary? Skeletal fiber muscle do not contract unless stimulated by nerves and the nervous system provides voluntary control over their activities. D. What  is unique about cardiac muscle? These muscles are involuntary striated muscle which are only found in the wall of the heart. This is specialized muscle that can contract, cardiac muscle, like other muscles, can contract, but it can also carry an action potential (i.e. conduct electricity) like the neurons that constitute nerves. Furthermore, some of the cells have the ability to generate an action potential, known as cardiac muscle automaticity. Questions A. What is the function of nervous tissue? Nervous tissue conducts electrical impulses. It also rapidly sense internal and external environment . they process information and control responses. B. Why are the cell bodies of neurons elongated into cell processes? Neurons are elongated because they need to transfer a signal from the periphery to the center. C. If all nerves respond to stimuli why cant your eyes hear sound and your ears see light? All that any nerve can do when simulated if fire off electrical impulses. It’s how the brain interprets the impulses that cause us to perceive light or sound. D. How is a nerve different from a neuron? Neurons are specialized for intercellular communication through changes in membrane potential and synaptic connections. Nerves refer to a structure made up of many neurons. Conclusions Explain the purpose of these exercises and why studying histology is important to your understanding of how the human body functions. The purpose of the exercise and studying histology is important to know because it gives us a better understanding of the branch of anatomy concerned with the study of the microscopic structures in our bodies.

NEONATAL Essay Example | Topics and Well Written Essays - 750 words

NEONATAL - Essay Example It is common in babies that are being breastfed. It develops when the liver of the baby is insufficient to remove the bilirubin from the bloodstream. The condition can occur when newborn fail to get a good start to breastfeeding, or when breastfeeding is supplemented with subtitles that end up interfering with breastfeeding. Enough breastfeeding helps to create a bowel movement that secrets bilirubin build up. Stoll, et al 210 states that, breastfeeding jaundice normally resolves itself when the baby gets enough feeding. If jaundice last for more than 14 days in a healthily breastfed infants, the condition is called breastfed jaundice. According to feeding requirement of premature infants, the condition is caused by certain state in breast milk, which disservices proteins that are responsible for breaking down bilirubin. This condition is genetically inherited. The Treatment of the breast milk jaundice depends on factors such as, whether the baby was born prematurely or not. There are cases where jaundice does not occur because of insufficient breastfeeding. In such case, giving the baby extra fluid will help. Other treatments include placing the baby under special blue light. In cases where the bilirubin supersedes the normal threshold, it is recommended that the mother stop nursing for a period of 24 hrs. This condition is common in babies are born prematurely or those who experience respiratory problem after birth. The condition involves abnormal development of the lung tissue in infant normally due to being under mechanical ventilation for long. BPD may also arise from other conditions that a newborn is unable to cope with. Such conditions may include pneumonia and trauma or other infections. There is no known cure for BPN; any treatment is aimed at ensuring that the baby gets enough oxygen that will enhance their growth. Some of the medication used may include antibiotics- to reduce bacterial infection; short

Department of Mechanical and Automotive Engineering Coursework

Department of Mechanical and Automotive Engineering - Coursework Example The flow through the pipe could either be laminar or turbulent and so the experiment will be directed to distinguishing the kind of flow. Flow should be started through the pipe being investigated. The pipe must have manometers installed on both ends of the region being investigated. The diameter of the pipe must be measured beforehand. The discharged fluid should be collected in an appropriate container that can aid volume measurement. A stop watch should be used to monitor the total time required for a certain volume to flow. Starting with an empty container, the fluid should be allowed to flow through the pipe into the container. The experiment should be timed sufficiently to read the manometers on both ends. The flow should be stopped when enough volume of fluid has been collected in the container for measurement. The time required for the total flow should be noted along with the total volume of fluid collected. These values will be used to generate the flow rate. The readings o n the manometers will be used to generate the total head loss value. At least ten distinct experiments must be carried out by varying the flow rate inside the pipe. Using the measurements above in the formula the Reynold’s number can be calculated as: R_e=Ï ud/ÃŽ ¼ And velocity as: u=4Q/(Ï€d^2 ) The velocity should be plotted against the head loss. If the head loss is proportional to the velocity then the flow is laminar while if the head loss if exponentially related to the velocity then the flow is turbulent. The Reynold’s number will confirm this investigation. The flow through the pipe could either be laminar or turbulent and so the experiment will be directed to distinguishing the kind of flow. Flow should be started through the pipe being investigated. The pipe must have manometers installed on both ends of the region being investigated. The diameter of the pipe must be measured beforehand. The discharged fluid should be collected in an appropriate container that can aid volume measurement. A stop watch should be used to monitor the total time required for a certain volume to flow. Starting with an empty container, the fluid should be allowed to flow through the pipe into the container. The experiment should be timed sufficiently to read the manometers on both ends. The flow should be stopped when enough volume of fluid has been collected in the container for measurement. The time required for the total flow should be noted along with the total volume of fluid collected. These values will be used to generate the flow rate. The readings o n the manometers will be used to generate the total head loss value. At least ten distinct experiments must be carried out by varying the flow rate inside the pipe. Using the measurements above in the formula the Reynold’s number can be calculated as: R_e=Ï ud/ÃŽ ¼ And velocity as: u=4Q/(Ï€d^2 ) The velocity should be plotted against the head loss. If the head loss is proportional to the velocity then the flow is laminar while if the head loss if exponentially related to the velocity then the flow is turbulent.... These strains may easily be measured using strain gauges. However, the empirical readouts from the strain gauges cannot be used directly at all because the values need to be calibrated first. The first step would be to determine the incremental loads that must be applied to the structure in question and also the maximum applicable load. The structural member that has been utilized to create the pin framework structure must be used to calibrate the strain gauge. A straight piece of the concerned structural member should be loaded incrementally following the pattern of loading outline above. Corresponding values of strain must be tabulated accordingly including the value of strain at no loading. Next the framework under investigation should be loaded using the same increments of load up to the maximum applicable load. The values of strain for the structural members of the framework should be noted off the strain gauges. The total set of readings must include the values for strain at no loading. The values of the calibration structural member should be utilized to calculate the calibration factor(s) for the strain produced versus applied load. Next the strain values of the actual framework being tested should be tabulated using the calibration factor(s) from above. The values of strain versus load can then be plotted for the framework in question. These plots can then be utilized to interpolate the loading values for given values of strain for any applied load. This experiment is based on the assumption that the loading of structural members lies within elastic limits and that the pins used to do not display excessive play or rigidity but are free to