Nonverbal Communication And Non Verbal Communication

The instance when two people look at each other’s eyes at the same time is a communication event that I find particularly mysterious. My fascination lies in that different messages can be communicated through the eyes alone. Whether we are talking about direct or indirect gaze, duration, direction or expression, the moment of eye contact between two people can serve to make a great connection or a disastrous one. This is of particular importance to me personally because I have tend to have an empathetic interest in people I meet and find that this form of non-verbal communication can add an additional facet to understanding them. Beyond being mysterious, I also feel that the more that is known about this form of nonverbal communication, the more effective you can be in life. This is also an area that I would like to better understand due to the fact that my personal strengths lie in the area of non-verbal communication, and I think it would be helpful in my professional life. However, in order to attempt to understand how people communicate through eye contact, it is imperative to have a good understanding of the communication theory that goes along with this non-verbal communication event. While there are those rare occurrences of meeting a strangers eye when you pass in a crowd, most of the time the transmission and reception of meaning between communicators without the use of words happens during a one on one or small group interaction. There are many factors that can beShow MoreRelatedNonverbal Communication And Non Verbal Communication1682 Words   |  7 Pagesâ€Å"Non-verbal communication is especially significant in intercultural situations† (Businesscom, 2015). In a business setting duties performed are the main reasons for an employees success, though studies and reports show that nonverbal communications can hinder or excel an employees relationships. Ultimately, nonverbal communications can benefit a business. With the communication of nonverbal there are many forms that help to read body language and true feelings including: adapters, a body movementRead MoreNonverbal Communication : Non Verbal Communication890 Words   |  4 PagesLiterature Revie w According to some psychologists, non-verbal communication varies based on a person’s cultural background, more so in the individualism-collectivism dimension. Additionally, studies have indicated that intercultural diversities in how verbal communications are observed can be traced to differences in facial signs that individuals from West and East look for when detecting emotions (Serlin, Berger Bar-Sinai, 2007). Therefore, people from distinctive cultures are expected to beRead MoreNonverbal Communication And Non Verbal Communication Essay1832 Words   |  8 Pagesis for people to pay attention to nonverbal behavior, rather than only what is verbally communicated. Nonverbal communication has the ability to deliver information more effectively than verbal communication. Interpersonal communication is more effective when a conversation is complimented with non-verbal communication (Bello, et al, 2010). Nonverbal communication is not limited to any environment or surroundings because we are always communicating through nonverbal cues consciously and subconsciouslyRead MoreNonverbal Communication And Non Verbal Communication866 Words   |  4 PagesNon-verbal communication consists mainly of the things people do with their body language. There are times where words are expressed and non-verbal communication could help emphasize the message. A few examples of nonverbal communication are hand gestures eye contact, facial expressions as well as tone and volume. I was given this assignment to observe a situation and take note of the nonverbal communication that occurred. I also had to observe whether the non-verbals were able to execute the messageRead MoreNon Verbal Communication And Nonverbal Communication744 Words   |  3 PagesOne of the areas studied in psychology is the use of Non-Verbal Communication (NVC). According to the Collins dictionary, this is defined as ‘those aspects of communication, such as gestures and facial expressions, that do not involve communication, but which may include non-verbal aspects of speech itself (accent, tone of voice, speed of speaking, etc)’. Used daily by humans and animals (Darwin 1972), NVC has a strong link to innate factors, and messages are sent unconsciously to the listener. ThroughRead MoreNon Verbal Communication And Nonverbal Communication1851 Words   |  8 PagesThis section was a little difficult as non-Verbal communication through a phone call is not the same compared too if you were talking to them in person. What I noticed first as an example of Andy’s non verbal was the frustration he seemed to have. When he had a sigh about my eating habits to his. This non verbal communication has an impact in our relationship because it shows me his frustration because we both know he wants to change. He is fine where he is at but he dosen’t want to stay like thatRead MoreThe Importance Of Verbal And Non Verbal Communication1689 Words   |  7 Pagesit can even d etermine the success of trade cooperation. Verbal communication is an essential and considerable part of the business negotiation; it is believe as the most crucial and direct means of communication. However, non-verbal communication, such as paralanguage, proxemics, kinesics, chronemics, oculesics, colorics and olfactics, can transfer information and emotion far more efficiency and actually. The study of nonverbal communication is very important, especially in cross-cultural backgroundRead MoreThe Effects Of Modern Mass Culture On Modern Society1304 Words   |  6 PagesAdvertising is one of the most common types of social communication and an integral element of modern mass culture. It was the product of the development of market-oriented economic culture production methods, gradually, as the development of information technology in the process of historical evolution, becoming one of the most important social institutions of modern society. The study of nonverbal communication was engaged by scholars such as A. Pease, E. Hall, R. Berdvistell, G. Wilson, M. L.Read MoreThe Role Of Non Verbal Communication On Intercultural Communication1411 Words   |  6 Pagescultural organisation,the intercultural communication has become more ligual and more significant than ever before (Wang, 2007). As an international language, English has played an prominent role in making the communication easy between two people with different cultural backgrounds. As a result, the EFL education has concluded the communicative sufficiency as one of the important goals of English as Foreign Language teaching. It seems that intercultural communication will be a successful, as long as theRead MoreThe Principles of Communication1557 Words   |  6 PagesCommunication is an ever-developing topic in which human beings can express their feelings and emotions on a daily basis whether they were positive or negative in the most suitable way. According to Preja (2013) the term â€Å"Communication† can be traced back to the Latin word â€Å"Communis† which stands for â€Å"to be connected to† or â€Å"to be in a relationship with†. Communication can be classified to two types, verbal and non-verbal. Verbal communication focuses mainly on vocals while non-verbal communication Nonverbal Communication And Non Verbal Communication Non-verbal communication consists mainly of the things people do with their body language. There are times where words are expressed and non-verbal communication could help emphasize the message. A few examples of nonverbal communication are hand gestures eye contact, facial expressions as well as tone and volume. I was given this assignment to observe a situation and take note of the nonverbal communication that occurred. I also had to observe whether the non-verbals were able to execute the message and if the behavior was acceptable. I went to Sprouts, a grocery store, Saturday, August 28th at approximately 6:40 p.m. As I walked into the grocery store I noticed that it was not very crowded, but the vibe seemed to be very uptight and sort of stressful. The customers looked tired and they just wanted to get a few items and leave the store as quickly as possible. Other times, the pace is a lot slower and the people are more willing to socialize. I walked through the isles a few times, until I saw a father and son. My first assumption based on the dad’s outer appearance was that he is strict and protective. The dad had a serious face and his son was inside the shopping cart. The dad must be around thirty- five years old. The son spoke clearly, so I assume he is about four years old. The dad had his back to the shopping cart because he was scooping chocolate covered fruit into a plastic zip lock bag from the bulk food area. I look at the child and he is standing up at theShow MoreRelatedNonverbal Communication And Non Verbal Communication1682 Words   |  7 Pagesâ€Å"Non-verbal communication is especially significant in intercultural situations† (Businesscom, 2015). In a business setting duties performed are the main reasons for an employees success, though studies and reports show that nonverbal communications can hinder or excel an employees relationships. Ultimately, nonverbal communications can benefit a business. With the communication of nonverbal there are many forms that help to read body language and true feelings including: adapters, a body movementRead MoreNonverbal Communication : Non Verbal Communication890 Words   |  4 PagesLiterature Review According to some psychologists, non-verbal communication varies based on a person’s cultural background, more so in the individualism-collectivism dimension. Additionally, studies have indicated that intercultural diversities in how verbal communications are observed can be traced to differences in facial signs that individuals from West and East look for when detecting emotions (Serlin, Berger Bar-Sinai, 2007). Therefore, people from distinctive cultures are expected to beRead MoreNonverbal Communication And Non Verbal Communication Essay1832 Words   |  8 Pagesis for people to pay attention to nonverbal behavior, rather than only what is verbally communicated. Nonverbal communication has the ability to deliver information more effectively than verbal communication. Interpersonal communication is more effective when a conversation is complimented with non-verbal communication (Bello, et al, 2010). Nonverbal communication is not limited to any environment or surroundings because we are always communicating through nonverbal cues consciously and subconsciouslyRead MoreNonverbal Communication And Non Verbal Communication1127 Words   |  5 Pagestime is a communication event that I find particularly mysterious. My fascination lies in that different messages can be communicated through the eyes alone. Whether we are talking about direct or indirect gaze, duration, direction or expression, the moment of eye contact between two people can serve to make a great connection or a disastrous one. This is of particular importance to me personally because I have tend to have an empathetic interest in people I meet and find that this form of non-verbalRead MoreNon Verbal Communication And Nonverbal Communication744 Words   |  3 PagesOne of the areas studied in psychology is the use of Non-Verbal Communication (NVC). According to the Collins dictionary, this is defined as ‘those aspects of communication, such as gestures and facial expressions, that do not involve communication, but which may include non-verbal aspects of speech itself (accent, tone of voice, speed of speaking, etc)’. Used daily by humans and animals (Darwin 1972), NVC has a strong link to innate factors, and messages are sent unconsciously to the listener. ThroughRead MoreNon Verbal Communication And Nonverbal Communication1851 Words   |  8 PagesThis section was a little difficult as non-Verbal communication through a phone call is not the same compared too if you were talking to them in person. What I noticed first as an example of Andy’s non verbal was the frustration he seemed to have. When he had a sigh about my eating habits to his. This non verbal communication has an impact in our relationship because it shows me his frustration because we both know he wants to change. He is fine where he is at but he dosen’t want to stay like thatRead MoreThe Importance Of Verbal And Non Verbal Communication1689 Words   |  7 Pagesit can even determine the success of trade cooperation. Verbal communication is an essential and considerable part of the business negotiation; it is believe as the most crucial and direct means of communication. However, non-verbal communication, such as paralanguage, proxemics, kinesics, chronemics, oculesics, colorics and olfactics, can transfer information and emotion far more efficiency and actually. The study of nonverbal communication is very important, especially in cross-cultural backgroundRead MoreThe Effects Of Modern Mass Culture On Modern Society1304 Words   |  6 PagesAdvertising is one of the most common types of social communication and an integral element of modern mass culture. It was the product of the development of market-oriented economic culture production methods, gradually, as the development of information technology in the process of historical evolution, becoming one of the most important social institutions of modern society. The study of nonverbal communication was engaged by scholars such as A. Pease, E. Hall, R. Berdvistell, G. Wilson, M. L.Read MoreThe Role Of Non Verbal Communication On Intercultural Communication1411 Words   |  6 Pagescultural organisation,the intercultural communication has become more ligual and more significant than ever before (Wang, 2007). As an international language, English has played an prominent role in making the communication easy between two people with different cultural backgrounds. As a result, the EFL education has concluded the communicative sufficiency as one of the important goals of English as Foreign Language teaching. It seems that intercultural communication will be a successful, as long as theRead MoreThe Principles of Communication1557 Words   |  6 PagesCommunication is an ever-developing topic in which human beings can express their feelings and emotions on a daily basis whether they were positive or negative in the most suitable way. According to Preja (2013) the term â€Å"Communication† can be traced back to the Latin word â€Å"Communis† which stands for â€Å"to be connected to† or â€Å"to be in a relationship with†. Communication can be classified to two types, verbal and non-verbal. Verbal communication focuses mainly on vocals while non-verbal communication

Life Is A Matter Of Life - 1464 Words

The concept of life itself is quite simple. Biologically the purpose of life is far less open to interpretation, remaining in the general area of keep living and reproduce so to keep life going. However, it is when people try to add significance and value to life that things become convoluted. Why is that? Because one may say that the value of life is one thing, then another may say something else. But which one is right? Both and neither—to put it simply. In that there is neither a wrong nor right way to view life; for it is all a matter of perspective. However, it brings up the question: if the value/ significance of life is a matter of perspective that an individual must interpret and give, could it be that there is no true value/ significance to life? To answer the question bluntly-- no, there is no true value of life, but there are different ways to view life, may it be positive or negative. With those views being influenced by the experiences one has gone through. There is nothing that is quite as rare in the universe like life. It is only known to exist on one plant out of about 200 billion. Although life is considerably rare in the vast scale of things, people tend not to place much value on life itself. However, value is placed on the things that come with life, for instance knowledge and what that knowledge can get them. â€Å"An investment in knowledge always pays the best interest.† (Franklin The Way to Wealth: Ben Franklin on Money and Success) So life canShow MoreRelatedIs Fetus Life Matter?1115 Words   |  5 PagesFetus life matter 1969 was not a normal year for eight month pregnant Teresa Keeler and her unborn baby. Sadly Teresa was beaten very badly by her ex-husband. Before the incident happen her husband told Teresa that he was going stomp out of her .with God mercy, the unborn baby was delivered a live with fractured skull. The persecutor tried to accuse the ex-husband with the beating his wife and attempt of murder of the fetus. Unfortunately, the California supreme court dismiss the murder charge byRead MoreThe Origin Of Life And Matter1702 Words   |  7 Pagesorigin of life. As tough as it may be to tell a young child how babies are made, it does not compare to the complexity of explaining how the entire universe began. Every human has a natural desire to discover the truth, but it stands as one of the most controversial subjects. Some philosophical minds, Evolutionists or Darwinists, believe everything started with a â€Å"Big Bang† and then began to evolve into the world and life forms we kno w today. Others, Creationists, believe life and matter has beenRead MoreEssay on Matters of Life and Death2408 Words   |  10 PagesI. Identification Matters of Life and Death: Defunding Organ Transplants for the State of Arizona II. Management Issues This case surrounds the controversy brought about by the Arizona state legislature defunding life-saving organ transplant operations. In 1987, the Arizona state legislature voted to eliminate funding for most organ transplants for the indigent through the Arizona Health Care Cost Containment System (AHCCCS). At the same time of this decision, the legislature voted to extendRead MoreBlack Lives Matter : Black Life Matter Essay2048 Words   |  9 PagesBlack Lives Matter Before I even realized what separated me from the average female society hit me with the harsh realities of how hard my life would be based primarily on the color of my skin and not the â€Å"content of my character†. I am an African American female on paper and all of the require documents that my parents signed from birth certificate to my recent driver’s license. However, because the pigment of my skin didn’t look as though the average stereotypical black female critics grew skepticalRead MoreEssay on A Matter of Life or Negligence1795 Words   |  8 Pagesresources to investigate. According to him, not too long ago, two members of Congress introduced a bill that would complement Obamas executive order by giving more federal funding and access to resources to scientists. This would force any future pro-life President to have to resort to Congress in order to be able to downgrade to Bushs policies once again. Many Congressmen are supportive of stem cell resear ch, but some are not. Some of the reasons why some people do not support stem cell research willRead MoreBlack Life Matter Analysis : Black Lives Matter1886 Words   |  8 PagesDOC 100 Ziyun Zou Oct. 24, 2015 Black Lives Matter Analysis â€Å"Black Lives Matter†, the movement against judicial injustice and police brutality that particularly against African Americans, has drawn great public attention. As indicated in the recent years, â€Å"over half of the people who being killed by police brutality were African Americans or Latino† (Nazgol Ghandnoosh). Therefore, African Americans launched the movement fighting for their human rights and real legal justice regardless of raceRead MoreWhy Preschool Matters My Life1650 Words   |  7 PagesWhy Preschool Matters My older daughter started preschool when she was two years old. It was a memorable day because she had a hard time being separated from me. She was crying when I left her at school. She was a little bit shy and feared playing with other children. I also had a hard time, and I felt very bad too because she had never separated from me since she was born. I started to think about whether it was necessary to put her in the preschool, and was the preschool suitable for her? I thoughtRead MoreMy Life After A Matter Of Days1502 Words   |  7 PagesWhen I was four, everything that I had ever known was lost in a matter of days. As a saddened and confused child, I adjusted my life, not knowing what exactly I needed to do, just knowing that was going to get through it. I did not know it at that time, but that event would forever shape my life and belief about changing your own destiny and fate. As my life continued, I got used to living in two houses and this became the new normal for me. I worked hard to make the situation work for me. InsteadRead MoreBlack Life Matter Vs. Black Lives Matter894 Words   |  4 PagesOur topic we’re discussing today is All Lives Matter vs. Black Lives Matter. The slogan â€Å"Black Lives Matter† came into use during the Martin vs. Zimmerman case, when Mr. Zimmerman was acquitted for the killing of Trayvon Martin, an African American teenager. After this case,there appeared to be a large amount of police brutality cases against African American, furthermore pushing activists to speak out against the racial profiling and racism. Even more recently, there have been suspected policeRead MoreEssay : This Is A Matter Of Life Or Death?748 Words   |  3 PagesFocus Caleb, this is a matter of life or death! My hands slowly move around the heart surveying it just as a tactician would a battlefield, looking for the best approach to solve the chaotic degeneration. I grasp my scalpel and make a quick incision exposing the coronary artery under the glaring lights overhead. My eyes narrow in on the heart blocking out all of my surroundings as I work steadily and diligently, gliding through the steps of a single Coronary Artery Bypass Graft as if I had known

Assignment †Principle to Accounting Free Essays

Question 1 (Total 10 Marks) Instructions: Indicate in which journal the transactions given below would be recorded by placing the appropriate journal abbreviation in the space provided. AbbreviationJournal GJGeneral Journal CBCash Bank Book SJSales Journal SRSales Return Journal PJPurchases Journal PRPurchases Return Journal CB 1. Received cash on outstanding amount from customer. We will write a custom essay sample on Assignment – Principle to Accounting or any similar topic only for you Order Now SR 2. Customer returned merchandise sold on account. CB 3. Sold merchandise to customer for cash. GJ 4. Owner withdrew merchandise for personal use. GJ 5. Paid shipping charges on merchandise purchased on account. GJ 6. Purchased office equipment on credit. PJ 7. Credit purchase from supplier. GJ 8. Recorded adjusting entries. SR 9. Returned damage merchandise to supplier which has not paid yet. SJ 10. Sold merchandise to customer on account. Question 2 (Total 22 Marks) Instructions: Given the entry information in Silva Trading, prepare appropriate entries for the month of August 2012: 0. Aug. 1Sold merchandise for cash $300. Dr Cash$300 Cr Sales$300 1. Aug. 2Purchased merchandise from ABC Co. n account for $5,000; terms 2/10, n/30. 2. Aug. 4Sold excess land for $7,000 accepting a 2-year, 12% note. The land was purchased for $7,000 last year. 3. Aug. 6Sold merchandise to D. Stone on account for $930, terms 2/10, n/30. 4. Aug. 8Accepted a sales return of defective merchandise from D. Stone—credit granted was $280. 5. Aug. 11Purchased merchandise from Tanner Hardware on account for $1,800; terms 1/10, n/30. 6. Aug. 12Paid freight of $200 on the shipment from ABC Co. in cash. 7. Aug. 15Received payment in full from D. Stone by cash. 8. Aug. 19Paid ABC Co. n full by cheque. 9. Aug. 20Paid Tanner Hardware in full by cheque. 10. Aug. 27Purchased office supplies for $250 cash. Question 2 Answer: |Date |Account |Debit ($) |Credit ($) | |Aug. 1 |Cash |300 | | | |Sales | |300 | |Aug. |Purchases |5,000 | | | |ABC Co. | |5,000 | |Aug. 4 |Notes receivable |7,000 | | | |Land | |7,000 | |Aug. 6 |D. Stone |930 | | | |Sales | |930 | |Aug. 8 |Sales return |280 | | | |D. Stone | |280 | |Aug. 1 |Purchases |1,800 | | | |Tanner Hardware | |1,800 | |Aug. 12 |Carriage inward |200 | | | |Cash | |200 | |Aug. 5 |Cash |637 | | | |Discount allowed |13 | | | |D. Stone | |650 | |Aug. 19 |ABC Co. |5,000 | | |Bank | |5,000 | |Aug. 20 |Tanner Hardware |1,800 | | | |Bank | |1,782 | | |Discount received | |18 | |Aug. 7 |Office supplies |250 | | | |Cash | |250 | Question 3 (Total 48 Marks) Instructions: Based on your entries done in Question 2, prepare, for the month of August 2012: a) Adjusted trial balance (24 Marks) b) Income statement (12 Marks) c) Balance sheet (12 Marks) Silva Trading Trial Balance as at July 31, 2012 ————————————————————————— Account TitlesDr. Cr. ————————————————————————— Cash500 Bank9,075 Prepaid Insurance2,000 Freehold Lands31,000 Notes Payable26,000 F. Santos, Capital15,000 F. Santos, Drawing2,000 Sales17,125 Purchase6,400 Salaries Expense4,000 Supplies Expense1,500 Insurance Expense1,200 Interest Expense500 Interest Payable 50 Total58,17558,175 Question 3(a) Answer: Silva Trading Trial Balance for the period ended 31st August 2012 Account Titles |Debit ($) |Credit($) | |Cash |987 | | |Bank |2293 | | |Prepaid Insurance |2000 | | |Freehold Lands |24000 | | |Notes Payable | |26000 | | F. Santos, Capital | |15000 | |F. Santos, Drawing |2000 | | |Sales | |18355 | |Purchase |13200 | | |Salaries Expense |4000 | | |Supplies Expense |1500 | | |Insurance Expense 1200 | | |Interest Expense |500 | | |Interest Payable | |50 | |Notes receivable |7000 | | |Sales return |280 | | |Discount allowed |13 | | |Discount received | |18 | |Carriage inwards |200 | | |Office supplies |250 | | | |_____ |_____ | |Total |59423 |59423 | Question 3(b) Answer: Silva Trading Income statement for the period 31st August 2012 Sales | |18355 | |-Sales return | |280 | | | |18075 | |-Discount allowed | |13 | |Net sales | |18062 | | | | |-Cost of sales | | | |Purchases |13200 | | |-Discount received |18 | | | |13182 | | |Carriage inwards |200 | | | | |13382 | |Gross profit | |4680 | | | | | | | | | |Expenses | | | |Salaries Expense |4000 | | |Supplies Expense |1500 | | |Insurance Expense |1200 | | |Interest Expense |500 | | | | |7200 | |Net loss | |(2520) | Silva Trading Balance sheet as at 31st August 2012 |Non-c urrent assets | | | |Freehold Lands | 24000 | |Office supplies | |250 | |Notes receivable | |7000 | | | |31250 | |Current Assets | | | |Cash |987 | | |Bank |2293 | | |Prepaid Insurance |2000 | | | |5280 | | |Current Liabilities | | | |Notes Payable |26000 | | |Interest Payable |50 | | | |26050 | | | | | | |Works capital | |(20770) | | | |10480 | |Owner’s Equity | | | |Early Capital | |15000 | |-Drawing | |2000 | | | |13000 | |-Net loss | |(2520) | | | |10480 | How to cite Assignment – Principle to Accounting, Essay examples

Dog Fight free essay sample

By 1999, Ryanair was one of the most profitable airlines in the world. On the verge of bankruptcy in 1991, the company had removed absolutely all frills from its service, cut its costs to the bone, and dropped its fares to levels unheard of in Europe. Passengers flocked to the low fares, and revenue and profitability rose quickly. As Europe’s airline industry came closer to full deregulation, however, a host of new challengers—both startups and spin-offs of flag carriers—vied to mimic Ryanair’s success. Turnaround A last-minute infusion of cash from the Ryan family permitted Ryanair to make its payment to the Dublin Airport authority in January, 1991, but cash flow problems remained intense. Later in 1991, Michael O’Leary was promoted from the position of Finance Director to become Deputy Chief Executive of the struggling airline. O’Leary, then 29 years old, explained that he got the post â€Å"because no one else was left to take the position. †1 Colleagues assessed his qualifications more generously and, in particular, mentioned his ability to focus on objectives. â€Å"Michael would ignore gold on the side of the road if it distracted him from his main goal,† one commented. 2 Under O’Leary, Ryanair cut its costs radically. Loss-making routes were dropped and planes redeployed on a handful of remaining routes. The company’s earlier focus on customer service gave way to an obsession with cash. Efforts to preserve and generate cash became paramount. All inflight amenities, such as free coffee and snacks, were eliminated. Freed of coffee and snack service, flight attendants began to emphasize in-flight duty-free sales more prominently; over time, duty-free items became an important source of revenue and margin. Labor contracts were renegotiated so that pay reflected productivity. Flight attendants, for instance, began to be paid in part based the number of flights they flew and in part as a function of their duty-free sales. Staff members at headquarters reported that they would bring pens from home because pens were in short supply at the office. The space behind seat-back trays was leased out to advertisers. The company no longer distributed meal vouchers to travelers whose flights were delayed by bad weather. As it eliminated amenities, Ryanair dropped its fares substantially. Passenger volumes picked up. The company soon became a low-cost, low-fare airline. To hone the business model, senior managers visited Southwest Airlines, the most successful low-cost, low-fare carrier in the United States, and sought guidance from Southwest’s legendary founder Herb Kelleher. U. S. financial ________________________________________________________________________________________________________________ Professor Jan W. Rivkin prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2000 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 700-117 Dogfight over Europe: Ryanair (C) analysts would later proclaim Ryanair â€Å"the Southwest Airlines of Europe,† and Ryanair’s top management would sometimes embrace this label themselves. Senior managers could not recall a moment, however, when they decided to mimic Southwest intentionally. Rather, cash constraints led the company to a set of decisions similar to the one that Southwest, once equally hard-pressed, had made. Indeed, in some ways Ryanair was even more frugal than Southwest. It offered no free snacks and drinks, not even the peanuts for which Southwest was well known. Unlike Southwest, it avoided expensive â€Å"air bridges† that linked parked planes to airport terminals. Passengers walked across the airport tarmac and boarded Ryanair planes by climbing metal stairs. Ryanair offered no frequent flyer program comparable to Southwest’s. Ryanair took a more confrontational stance toward labor and unions than did Southwest, which emphasized â€Å"luv† among employees and cooperation with unions. Ryanair returned to profitability by 1992 and remained profitable. Exhibit 1 shows financial and operating results from 1992 to 1999. Exhibit 2 lays out the revenue and costs associated with an average customer in the fiscal year ended March 31, 1999. Ryanair in 1999 Routes By September, 1999, Ryanair operated approximately 150 flights per day to thirteen locations in the United Kingdom, four locations in Ireland, and sixteen locations in continental Europe. 3 Exhibit 3 gives details of individual routes. Nearly all flights originated or terminated at either London’s Stansted Airport or Dublin Airport. Ryanair did not, however, consider Stansted or Dublin a â€Å"hub† in the sense in which the word was commonly used in the airline industry; flights were not coordinated so that passengers could make connections easily. Rather, the company treated customers as if they were flying point to point. A typical flight lasted about an hour and covered over 500 kilometers, a figure that had increased in recent years. On well-established routes, Ryanair operated many flights a day. For instance, the carrier offered twelve round trips a day on the Stansted-Dublin route. Almost exclusively, Ryanair served secondary airports. Its Paris service, for instance, landed at Beauvais Airport, 65 kilometers from the city center, and its Brussels service landed at Charleroi, 55 kilometers out. Such airports were not congested, making it easy to obtain landing slots and likely that flights would land and depart on time. Prior to opening a new route, Ryanair negotiated vigorously with airport authorities for low landing fees, low turnaround costs, and other incentives. The company would negotiate with numerous airports at once. It might schedule a press conference to announce, say, six new routes and negotiate with more than six airports until mere days before the announcement. While airport fees at major European airports could run as high as I? 10 per passenger, Ryanair might pay no fee whatsoever at the secondary airports it served. * Indeed, several airports essentially paid Ryanair to serve their locales. Contracts with airports ran for 5-10 years. Total passenger traffic on a route typically skyrocketed after Ryanair initiated service, a pattern that analysts dubbed â€Å"the Ryanair effect. † See Exhibit 4 for some examples. â€Å"We will not enter a route if we cannot break even in three hours and grow the market by at least 100%,† declared O’Leary, who by now was full CEO. 4 The company carried about one-third of all passengers between Dublin and London and had over 50% market share on its routes between Ireland and other British cities. On routes to continental Europe, the company accounted for 32% of all 1998 traffic between London and Pisa, for instance, and 21% of traffic between London and Venice. 5 Passengers * In Dublin, London, and Manchester, airports charged Ryanair per passenger. Elsewhere, the company was charged per takeoff and landing. 2 Dogfight over Europe: Ryanair (C) 700-117 originating in or destined to Ireland were a large but declining portion of Ryanair’s total customer base. In 1999, 22% of the carrier’s passengers paid their fares in Irish currency. Ryanair’s customers were a mix of leisure travelers (70-75%) and business travelers, mostly from small and mid-sized businesses (25-30%). Differences in airfares could persuade some leisure travelers to visit one destination rather than another. â€Å"To some extent, we are in the business of taking people to places they never knew they wanted to go,† explained Michael Cawley, Chief Financial Officer. 6 Reservations A customer’s experience with Ryanair began when he or she made a reservation for a Ryanair flight. Roughly 40% of customers booked flights directly with Ryanair via its call center in Dublin, where 160 full-time reservation agents answered calls. Overflow from the call center and calls from France, Italy, Germany, and Scandinavia were routed to TeleTech UK, a third party that was paid on a per-call basis. Remaining tickets were booked via travel agents. In 1997, Ryanair reduced the commission it paid travel agents from the industry-standard 9% to 7. 5%. Groups of travel agents threatened to boycott Ryanair at that time, but an action in the Irish High Court prevented the boycott. Ryanair participated in several of the major computerized reservation systems through which travel agents commonly booked tickets. Starting in late 1999, customers could also book flights via the company’s web site, www. ryanair. com. On weekends, when many travel agencies were closed, the portion of tickets sold via the web site rose as high as 70%. Ground and in-flight operations The customer’s experience with Ryanair continued with pre-flight check-in and baggage handling. At a check-in desk, the customer received a boarding pass with no seat assignment and checked his or her luggage. Ryanair’s check-in procedure was less computerized than that of most airlines, and unlike many carriers, Ryanair did not permit passengers to check baggage through to connecting flights on other airlines. Only at Dublin Airport did the company perform its own ground operations. Elsewhere, Ryanair negotiated multi-year contracts with private companies or, in continental Europe, with airport authorities for check-in, baggage handling, and aircraft servicing. Starting in 1994, Ryanair shifted its fleet entirely to Boeing 737 aircraft, the most widely used aircraft model in the world. By buying at the end of a worldwide recession in the airline industry, Ryanair acquired its initial 737s at very low prices. (Aircraft prices at the trough of a recession might be as low as half the prices at the peak of a boom. ) As of September, 1999, the fleet consisted of 21 737-200A aircraft manufactured between 1980 and 1983 and five brand new 737-800s. The new 737800s were the first of a package of 25 aircraft purchased from Boeing, after extensive negotiations with Boeing and Airbus. The remaining 20 new planes were scheduled to arrive by January 2003. The operational life span of a 737 was typically 25 years. All aircraft in Ryanair’s fleet were configured with the maximum number of seats (130 in the 737-200As and 189 in the 737-800s) and one class of service. After a single general boarding announcement, customers clambered abroad a Ryanair flight by climbing up metal stairs at the front and rear of the aircraft. In contrast to â€Å"air bridges,† company managers explained, metal stairs were inexpensive, did not require an operator, did not break down, and could be put in position faster. Once on board, passengers chose their own seats. In flight, three or four flight attendants sold drinks, snacks, and traditional duty-free items such as liquor, cigarettes, and perfume. As of June 30, 1999, the European union eliminated duty-free sales on intra-EU flights. Ryanair continued to sell such items on its flights, but now had to pay duties. In 3 700-117 Dogfight over Europe: Ryanair (C) recent years, beverage, snack, and merchandise sales had constituted 5-7% of Ryanair’s revenue. Flight attendants also distributed in-flight magazines and collected them at the end of the flight. After a flight landed, passengers disembarked and baggage was unloaded quickly. The aircraft was cleaned, serviced, and refueled. New passengers and baggage were loaded on board. Twentyfive minutes after reaching the airport, the plane was ready to depart on its next flight. Contractors involved in ground operations were rewarded if they met the targeted turnaround time of 25 minutes and were penalized if they failed to do so. Rapid aircraft turnaround helped Ryanair maintain its record for on-time departures and arrivals. Exhibit 5 compares the company’s on-time performance to selected rivals’. Management emphasized that the â€Å"no frills† approach did not extend to its maintenance operations and safety efforts. The company was proud that its 15-year operating history included no major injuries to passengers or flight crew or damage to aircraft. â€Å"As a low-fares operator, we’d be punished especially harshly by the public if we were to have an accident,† noted Conor McCarthy, Director of Group Operations. â€Å"But our engineers and maintenance personnel are cost conscious. If half a tin of lubricant were lying around the hangar, they’d reshelf it and use it later. †7 Pricing and marketing Ryanair marketed itself as â€Å"the low fares airline. † It typically entered a market with fares 50% below previous levels. In September, 1999, its round-trip fare between Dublin and London Stansted was I? 35 for a restricted ticket, I? 129 for a same / next-day ticket, and I? 149 for an unrestricted ticket. Aer Lingus’ comparable fares were I? 69, I? 139, and I? 169 on the same route, and I? 69, I? 222, and I? 289 between Dublin and London’s primary airport, Heathrow. 8 The company tried to make 70% of its seats available in the two lowest fare categories. A full-service airline might reserve 15% for comparable categories. Ryanair typically imposed fewer restrictions on its tickets than did full-service competitors. Passengers did not, for instance, have to remain at their destination over a Saturday night in order to qualify for the lowest fare. The company launched promotional fares on new routes and routes facing competition. Advertisements for its I? 19. 99 one-way fare from London to Dublin emphasized that the fare â€Å"includes the ridiculous I? 10 airport fee. † Managers monitored the prices offered by competitors and made adjustments to ensure that Ryanair always offered the lowest fare on a route. Like other airlines, Ryanair engaged in â€Å"yield management†Ã¢â‚¬â€efforts to adjust prices in order to make each flight more profitable. Senior managers felt, however, that while other airlines used their yield management efforts primarily to find opportunities to raise fares without losing customers, Ryanair looked mostly for opportunities to attract many new customers with a small decrease in a fare. 9 Ryanair advertised in newspapers, on radio, and on television. The company also relied heavily on word-of-mouth advertising by satisfied customers. Many customers found their way to Ryanair not because of advertising, but because they asked their travel agent for the absolute lowest fare. Ancillary services In addition to air fares and in-flight sales, Ryanair had several other sources of revenue. On its flights, the spaces behind seat-back trays and on headrests were sold to advertisers. Advertisers could also emblazon the exterior of a Ryanair plane with a corporate logo for a fee of I? 150,000 200,000 per year. Aircraft were painted as a Jaguar or a pint of Kilkenny beer, for instance. Ryanair’s in-flight magazine consisted purely of advertisements. While most carriers strove to have their magazines break even, Ryanair made a profit on its publication. Charter flights and car rental referral fees brought in additional revenue. 4 Dogfight over Europe: Ryanair (C) 700-117 Human resources Exhibit 6 shows how Ryanair’s 1,200 employees were arrayed across the airline’s functions. Almost all employees were paid, to some extent, based on their productivity. Flight attendants, for instance, received a fixed salary, a payment based on how many â€Å"sectors,† or flights, they flew, and a commission on in-flight sales. For a typical flight attendant, each component was a third of the overall compensation package. On average, Ryanair flight attendants earned more in total than their counterparts at other airlines. Similarly, Ryanair pilots earned a fixed salary and a payment per sector flown. The pilots earned 10% more than the typical pilot in the industry and flew 50% more sectors. Following the initial public offering of Ryanair’s stock in 1997, stock options were granted widely to employees. Additional options were granted each year that net profit after tax grew by more than 20%. Unlike many European airlines, Ryanair did not pay employees based on the length of their tenure with the company. Only engineers and maintenance personnel were paid on the basis of their formal qualifications. Employees responsible for aircraft maintenance were not paid for productivity. Ryanair promoted largely from within the company, and the company’s rapid growth created numerous internal opportunities. One hundred and seventy-one employees, over 14% of the workforce, were promoted in 1999 alone. 10 Job mobility across functions was not uncommon. A flight attendant, for instance, might take a job in the yield management operation at headquarters. Ryanair was not unionized. In 1998, thirty-nine baggage handlers in Dublin went on strike in an effort to introduce a union. Employees from O’Leary down handled bags during the strike, which was abandoned after two months. Following the strike, senior management redoubled its efforts to communicate with employees. Employee Representation Committees were elected in order to voice concerns to top managers. An internal newsletter and television station played prominent roles in the communication effort. The newsletter provided information on what was going on in the company, offered updates on competitors’ moves, and gave employees opportunities to poke fun at one another. The television station displayed daily performance figures (e. g. , stock price, load factors, number of passengers carried, number of flights, on-time performance) as well as inside jokes. One news flash announced that â€Å"Michael O’Leary is attending a pre-marriage course this weekend† and offered advice to O’Leary like â€Å"the fee for the course is not normally open to negotiation. † Employees described the firm as â€Å"fiercely competitive† and â€Å"ferociously cost conscious. † The stationery cupboard in its spartan Dublin headquarters was kept under lock and key, and when on the road, employees commonly lifted pens from hotel rooms. Reflecting on the youth of the company, in which the average age was below 30, Eddie Wilson, Director of Personnel, commented, â€Å"We’re very sure of ourselves, and we don’t take ourselves too seriously. Outside of safety issues, we keep things informal and flexible. †11 The company operated without a rigid organizational chart, without a mission statement, and with a minimum of formal long-range planning. A meeting of the top management team, held each Monday morning, identified the week’s priorities. Personnel and resources were then deployed as needed to address the firm’s most pressing issues. Competition Full-service airlines such as Aer Lingus and British Airways had difficulty matching Ryanair’s low fares. By 1999, neither carrier was Ryanair’s primary competition in the eyes of most industry analysts. British Airways withdrew from the Dublin-London route in 1991, soon after Ryanair began its turnaround. A BA feeder airline, CityFlyer Express, subsequently entered the route to serve 5 700-117 Dogfight over Europe: Ryanair (C) Dublin travelers who were making connections in London. Both Aer Lingus and BA had gradually shifted their focus toward full-fare business travelers. In 1993, the European Union introduced a third and final package of airline liberalization measures. Under the package, carriers were given full freedom to set fares. Any company was allowed to start an airline provided that it had majority European ownership, adequate financial backing, and the ability to meet safety requirements. The package permitted any European airline to fly any route between two EU countries and, starting in 1997, any intra-country route between two European cities. 12 Deregulation brought a new wave of competitors. One hundred thirty-one new carriers entered the European market between 1993 and 1998 despite a shortage of landing slots at primary airports and a crowded air traffic control system. Of the 131 entrants, 57 were still flying at the end of 1998. 13 Deregulation in Europe did not bring the precipitous price declines that it had in the United States in the late 1970s. Exhibit 7 shows the price of a 1,000-kilometer trip within Europe over time. An October 1996 study found that 64% of intra-EU routes were served by a single airline, 30% by two airlines, and 6% by three or more carriers. 14 The wave of entrants included a set of low-cost, low-fare carriers that resembled Ryanair to some degree. These carriers included both entrepreneurial startups and spin-offs of established airlines such as British Airways. Exhibit 8 compares the route structures of the leading low-cost European airlines, and Exhibit 9 shows financial and operating results for the carriers that released such data. By 1999, scheduled no-frills carriers accounted for 3% of the European air travel market (vs. 24% of the U. S. market). 15 Virgin Express Brussels-based Eurobelgian Airlines was launched as a charter carrier in 1992 and initiated scheduled air service to Spain and Italy soon after. 16 In 1996, the fledgling airline was purchased for $60 million by Richard Branson, the highly visible entrepreneur behind Virgin Records, Virgin Atlantic airlines, Virgin Cola, Virgin Rail, and other ventures. Renamed Virgin Express, the company was kept wholly separate from Virgin Atlantic. While Virgin Atlantic was primarily an intercontinental airline, Virgin Express was positioned as a low-cost, intra-European carrier. To run the new carrier, Branson hired a number of managers from the United States, including managers with experience at Southwest Airlines, America West, and Continental Express. In 1998, Virgin Express operated roughly 40 flights per day in Belgium, Britain, Denmark, France, Ireland, Italy, and Spain. Nearly all originated or terminated at Brussels’ main airport. The carrier served a mixture of primary airports (e. g. , Fiumicino in Rome and Heathrow in London) and secondary airfields (e. g. , Stansted). Charter flights continued to account for 35-40% of revenue. Virgin Express operated only Boeing 737-300s and 737-400s, twenty-one aircraft with an average age of 5. 5 years. Virgin’s in-flight service lacked frills, much as Ryanair’s did, though passengers did receive a free drink. Virgin Express took all reservations through its own call centers in Brussels and Shannon, Ireland. There, as many as 80 operators offered service in nine languages. The company did not participate in any multi-airline computerized reservation system. In 1998, Virgin Express became the first low-cost airline to accept bookings through its web site. In 1999, the site processed approximately 10-15% of all bookings. The airline issued no physical tickets, relying instead on computer records of bookings. 6 Dogfight over Europe: Ryanair (C) 700-117 In its marketing, the company emphasized its low fares and the Virgin name. Virgin pitched itself especially to the young backpacking set. Charity efforts, including a campaign to transport illegally imported turtles to wildlife sanctuaries, had led to favorable press coverage. Starting in 1996, Virgin Express reached a series of agreements with Sabena, Belgium’s struggling flag carrier. Under these agreements, Sabena committed to buy a number of seats, typically most of the seats, on certain Virgin flights from Brussels to Heathrow, Gatwick, Rome, and Barcelona. Sabena subsequently resold the seats to its passengers, including business-class customers. Virgin and Sabena continued to compete on other routes out of Brussels. Sabena purchased 45% of all seats on Virgin flights in 1997 and 57% in 1998. Despite healthy growth in revenue and number of passengers flown, Virgin Express’ financial results were considered shaky. Pretax income fell from 497 million Belgian francs in 1997 to 47 million (US$1. 3 million) in 1998, due largely to a shortage of pilots. The company’s stock price lost two-thirds of its value between its 1997 IPO and the end of 1999, and Branson admitted that he wished he had started an altogether new airline rather than purchase Eurobelgian. 17 In September, 1999, Branson replaced both the managing director and the chairman of Virgin Express. easyJet In contrast to Branson, Stelios Haji-Ioannou opted to pursue a greenfield startup. With UK? 5 million from his father, a self-made Greek-Cypriot shipping magnate, the 28-year-old Haji-Ioannou founded easyJet in 1995. Flights on Southwest Airlines inspired Haji-Ioannou’s entry into the airline business. â€Å"If I didn’t bring the concept to Europe,† he said, â€Å"someone else would. †18 The new company sent management hires to Southwest’s Texas headquarters for 2-3 days to observe operations and issued all employees a copy of Nuts! , a book describing Southwest’s recipe for success. 19 In November, 1995, easyJet launched service from London’s Luton Airport to Edinburgh and Glasgow. At first, the carrier subcontracted nearly everything—leasing its planes, â€Å"renting† pilots from third parties, even operating on another carrier’s license. As the service grew, the company hired its own staff, obtained its own license, and began to build its own infrastructure. Most prominently, in July, 1997, easyJet signed a UK? 300 million contract to take delivery of 12 brand new Boeing 737s. Additional investments of UK? 50 million from Haji-Ioannou’s family supported the expansion. Despite the construction of infrastructure, easyJet remained more committed to subcontracting than did any of its rivals. The company relied on third parties not only for ground services, but also for fleet maintenance, flight scheduling, and daily personnel planning. â€Å"Our role really is to manage contracts and transport people,† explained easyJet’s chief engineer, â€Å"We do the cerebral activities, the sub-contractors are the fingers, and the contract is the communication down to the fingers. †20 Nearly three times as many people were employed indirectly as subcontractors as were employed directly by easyJet. 21 In 1999, easyJet operated 18 737-300s on 29 European routes. The airline’s primary base of operations remained London Luton, where it accounted for roughly 60% of all flights. easyJet was also developing additional bases in Geneva and Liverpool. 22 A large portion of its flights operated within the United Kingdom (e. g. , Luton to Glasgow) or between London and Southern Europe (e. g. , Luton to Athens, Nice, or Barcelona). Outside of London, easyJet often served primary airports. In choosing routes, Managing Director Ray Webster, a New Zealand airline veteran, said that easyJet â€Å"won’t compete with the other low-fare guys. † Instead, it looked for overpriced routes served by two flag carriers. â€Å"When there’s two, you know the cartel’s been working. †23 7 700-117 Dogfight over Europe: Ryanair (C) easyJet’s in-flight service offered absolutely no frills. Passengers could buy drinks and snacks, but not traditional duty-free merchandise. Orange pervaded each flight; the color dominated flight attendant uniforms and the in-flight magazine, for instance. The airline’s reservation number, painted in bright orange, adorned the 737 fuselages. easyJet operated from a bright orange aircraft hangar, dubbed â€Å"easyLand,† at Luton. There, reservation agents working purely on commission sold flights directly to customers. The company prided itself on its 100% direct-selling model and altogether avoided travel agents and multi-airline computerized reservation system. easyJet also avoided physical tickets and, on some days, booked as much as 40% of its total sales via its Internet site. Among its employees, easyJet encouraged an informal and fun-loving environment reminiscent of the culture for which Southwest was noted. A Culture Committee, elected by the staff, established policies concerning the working environment, communicated with senior management, and planned social events. Senior managers felt that the company’s culture distinguished it from current and potential competitors. 24 easyJet invested a great deal in marketing, especially when launching a new route. Its advertisements focused on its low fares and on-time record, but also conveyed irreverence for the traditional, high-cost airline establishment. Haji-Ioannou showed a flare for promotion and would readily don helmet, goggles, scarf, and flying jacket to attract press coverage. 25 easyJet lost UK? 5. 5 million pretax in the fiscal year ended September 30, 1996 and UK? 3. 3 million the following year, but made a UK? 2. 3 million profit in its third year. Other airlines explored the possibility of investing in easyJet, but â€Å"our view is to avoid them like the plague,† Webster explained. The company relied instead on family backing. â€Å"The most important thing for a new entrant is deep pockets. Nothing promotes anticompetitive behavior more than an airline’s thinking it can run you out of business. †26 The company reacted vigorously to actions that it felt were anticompetitive. KLM, the Dutch flag carrier, responded to easyJet’s London-to-Amsterdam entry by undercutting the upstart with a new â€Å"EasyChoice† fare, less than half its original price. easyJet subsequently hauled KLM in front of European antitrust authorities and uncovered an internal KLM memo recommending that easyJet be forced from the route. The case generated a great deal of sympathetic publicity for the new carrier. British Airway’s Go In November, 1997, British Airways unveiled Operation Blue Sky, a plan to launch a low-cost, nofrills subsidiary. The new airline, named Go, began operations in May, 1998, with eight 737-300s flying from London Stansted to Rome and Milan. Flights to Copenhagen, Lisbon, Bologna, and Edinburgh were soon added. BA tapped Barbara Cassani, an American and long-time U. S. general manager for BA, to head the new venture. The airline received UK? 25 million in startup funding from BA. BA and Go claimed that, beyond the initial investment, Go was on its own and separate from its parent. Go’s low-fare competition responded immediately to BA’s initial announcement. easyJet’s HajiIoannou complained, â€Å"They are using the same type of aircraft with the same number of seats (148), they’re operating the same reservations system and using the same pilot training organisation. Like us, there’ll be no business class, they won’t pay commissions to travel agents, they’ll be 100 per cent ticketless and everything on board will be for sale—there’ll be no freebies. In effect, they’re copying us. †27 Haji-Ioannou pointed out that BA officials had considered an investment in easyJet in early 8 Dogfight over Europe: Ryanair (C) 700-117 1997, but after a tour of easyJet’s operations, had declined to invest. A letter from BA’s director of investments and joint ventures cited regulatory concerns. easyJet asked the courts to block Go’s launch and, though unsuccessful, continue to pursue legal action. A suit charged that BA supported Go indirectly by underwriting its airplane leases and providing insurance, advertising, and other services at a discount. 28 It further alleged that BA intended to use Go to put other low-fare airlines out of business. easyJet advertised vigorously against Go. One ad argued that BA would lose money on the venture and concluded, â€Å"If they’re not doing it for the money, the only possible reason is to eliminate smaller competitors like easyJet and then put their fares up again! †29 In a new promotion, easyJet offered free flights to customers who correctly guessed Go’s first-year losses. Haji-Ioannou and his management team booked seats on Go’s first flight, donning their orange sweatshirts for the occasion. Cassani enclosed a personal welcome in Haji-Ioannou’s ticket. 30 Richard Branson, whose Virgin Atlantic airline had had its reservations system illegally tapped by British Airways in the past, commented: â€Å"BA has done a lot of anticompetitive things over the years. I think they are determined to get rid of low-cost carriers and subsidize Go to make it happen. †31 He encouraged consumers to boycott Go. Virgin Express dropped its fares from London to Milan and Rome (via Brussels) to be UK? 2 lower than Go’s introductory fares. Competitors claimed that Go could not possibly be making money at its initial pricing levels, but Cassani responded, â€Å"We have never said we plan to maintain these prices. Like any introduction, they are promotional prices. †32 A day after BA made Operation Blue Sky public, senior management from easyJet allegedly met with Richard Branson and his attorney to discuss a merger. Talks stalled, however, over the cost of the deal and the name of a joint operation. 33 Ryanair largely welcomed Go to Stansted, but promised vigorous competition. â€Å"I know as much about travelling on Concorde as [BA’s CEO Robert] Ayling knows about running a low-cost airline— and I’ve never been on Concorde,† said Ryanair’s O’Leary. â€Å"BA should stick to what it does best— charging high prices for an excellent service. We at Ryanair are going to give Ayling the kind of competition he’s never encountered before. †34 As Go launched its service, Ryanair dropped its fares to 22 destinations. Despite Haji-Ioannou’s protest that Go was simply a copy of easyJet, Go did differ from other lowcost airlines in certain ways. When checking in, passengers received a seat assignment. Go awarded its on-board food franchise to a relatively upscale caterer, and CEO Cassini touted Go’s awardwinning coffee. The airline was launched with the U. K. ’s first, full-scale television advertising campaign for a low-cost carrier. Media observers praised Go for its consistent branding effort. Chief Operating Officer Ed Winter explained:35 â€Å"The vision for Go came from outside the airline business†¦. The result is a way of working that allows Go to offer low fares combined with style and quality. In a way we’re trying to achieve what IKEA has done for furniture, Gap has done for casual clothing and Swatch has done for watches. † Unlike its low-cost rivals, Go recognized employee unions from the outset. The company’s collective bargaining agreement allowed it to pay employees on the basis of their productivity. In its first year of operations, Go announced a pre-tax loss of UK? 20 million. (The participants in easyJet’s competition had guessed UK? 12. 5 million on average. ) Its load factor over the period, 53%, was lower than rivals expected. 36 In September, 1999, the company announced its first profitable quarter. 37 Go’s original business plan called for 2001 to be its first profitable year. 9 700-117 Dogfight over Europe: Ryanair (C) Debonair Franco Mancassola, a 25-year veteran of the American airline industry, founded Debonair in late 1995 to take advantage of Europe’s airline liberalization. In June, 1996, the company began to operate flights from London Luton to Barcelona, Dusseldorf, and Munich. Routes from London to Copenhagen, Madrid, and Rome were soon added, as were flights connecting Barcelona to Rome and Munich to Rome, Copenhagen, Barcelona, and Dusseldorf. Debonair operated under a philosophy of â€Å"lower fares with minimal restrictions and no compromise on comfort. †38 The company offered a simple menu of bookings: one-class, one-way fares with few restrictions. Fares were comparable to those charged by no-frills carriers such as Ryanair. The company sought â€Å"to offer a level of seat comfort and passenger service that is comparable to, if not better than, other higher-cost, higher-fare airlines. †39 On its uniform fleet of BAe-146 aircraft, Debonair arranged rows to be 33 inches apart, farther apart than the industry standard for economy class. As a result, the aircraft fit 96 seats rather than the maximum of 112. On board, passengers received free drinks and snacks. An in-flight entertainment system offered movies, children’s programs, video games, and casino gambling; a third party installed the system at no cost to Debonair in exchange for 60-80% of resulting revenue. Debonair also offered passengers a simple frequent flyer program. Debonair’s marketing targeted â€Å"price conscious customers that are†¦visiting friends and relatives†¦and travelling on holiday and business. †40 Business travelers accounted for 58% of its passengers. 41 The company sold 38% of its tickets directly through its own reservations office, but hoped to raise that portion to 60%. 42 In its first fiscal year of operations, ending March 31, 1997, Debonair reported a loss of UK? 15. 7 million. Management attributed the loss to its rapid expansion. â€Å"We have moved ahead of deregulation to claim our territory in Europe,† Mancassola commented. 43 Despite its losses, Debonair raised UK? 28. 2 million in a July, 1997, IPO that was three-times oversubscribed. 44 Losses mounted to UK? 16. 6 million in the year ending March 31, 1998. In June, 1998, the airline announced improvements in its in-flight snacks, enhancements to its frequent flyer program, and the introduction of a smart card that would allow passengers to get boarding passes from machines. 45 Later in 1998, the company added a business class section. Go’s launch in mid-1998 with flights from London to Rome and Copenhagen prompted Debonair to turn to the European Commission. â€Å"We want them to put a leash on a dangerous, aggressive animal,† Mancassola explained. â€Å"In sport you never match a lightweight against a heavyweight, especially one whose bulk has been developed through cross-subsidy. †46 The European Commission rejected the complaint. 47 On October 1, 1999, Debonair grounded its fleet and called in bankruptcy administrators. Lastminute maneuvers to attract customers, including an offer of day-long chauffeur service for business passengers, failed to generate enough revenue to avert bankruptcy. 48 Debonair’s failure left 750 U. K. residents stranded overseas. British Airways offered to bring the stranded passengers home for 25% of the cost of the flights. 49

History of Golf Essay Example

History of Golf Essay Golf as we know it today originated from a game played on the eastern coast of Scotland in the Kingdom of Fife during the 15th century. Players would hit a pebble around a natural course of sand dunes, rabbit runs and tracks using a stick or primitive club. Some historians believe that Kolven from Holland and Cole from Belgium influenced the game. The latter was introduced into Scotland in 1421. However while these games and countless others are stick and ball games, they are missing that vital ingredient that is unique to golf the hole.Whatever the argument, there can be no dispute that Scotland gave birth to the game we know as golf today. Golfs status and popularity quickly spread throughout the 16th century due to its royal endorsement. King Charles the 1st , popularized the game in England and Mary Queen of Scots, who was French, introduced the game to France while she studied there. Indeed the term caddie comes from the name given to her helpers who were the French Military, k nown in French as cadets. The premier golf course of the time was Leith near Edinburgh.Indeed King Charles was on the course when given the news of the Irish rebellion of 1641. Leith was also the scene of the first international golf match in 1682 when the Duke of York and George Patterson playing for Scotland beat two English noblemen. The Gentlemen Golfers of Leith in 1744 was the first club and was formed to promote an annual competition with a silver golf club as the prize. Duncan Forbes drafted the clubs rules, which were * You must tee your ball within one clubs length of the hole. Your tee must be on the ground. * You are not to change the ball which you strike off the tee. * You are not to remove stones, bones or break any club for the sake of playing your ball, except on the fair green, and that only within a clubs length of your ball. * If your ball comes among water, or any watery filth, you are at liberty to take out your ball and bringing it behind the hazard and teeing it, you may play it with any club and allow your opponent a stroke for so getting out your ball. If your balls be found anywhere touching one another you are to lift the first ball till you play the last. * At holeing you are to play your ball honestly for the hole, and not to play upon your opponents ball, not lying in your way to the hole.If you should lose your ball, by its being taken up, or any other way, you are to go back to the spot where you struck last and drop another ball and allow your opponent a stroke for the misfortune. * No man at holeing his ball is to be allowed to mark his way to the hole with his club or anything else. If a ball be stopped by any person, horse or dog, or anything else, the ball so stopped must be played where it lies. * If you draw your club in order to strike and proceed so far in the stroke as to be bringing down your club; if then your club shall break in any way, it is to be accounted a stroke. * He who whose ball lies farthest from the hol e is obliged to play first. * Neither trench, ditch or dyke made for the preservation of the links, nor the Scholars Holes or the soldiers lines shall be accounted a hazard but the ball is to be taken out, teed and played with any iron club.The first womens golf club in the world was formed there in 1895. King William honored the club with the title Royal amp; Ancient in 1834 and the new famous clubhouse was formed in 1854. The Royal and Ancient Golf Club of St Andrews became the premier golf club because of its fine course, the publication of rules, its royal patronage and its promotion of the game as a proper sport. Of course, by this time golfers were using proper clubs and balls.Club heads were made from beech or the wood of fruit trees such as apple. Some club heads for were made from hand-forged iron. Shafts were usually ash or hazel. Balls were made from tightly compressed feathers wrapped in a stitched horse hide sphere. The sport was somewhat exclusive due to the expense of the handcrafted equipment. After 1826, perimmon and hickory were imported from the USA to make club heads and shafts respectively. Today these antiques are highly prized by collectors.

For Counselors How to Write a Strong Recommendation Letter for Your Student

For Counselors How to Write a Strong Recommendation Letter for Your Student SAT / ACT Prep Online Guides and Tips As a counselor, you play a huge role in helping students along the path to college. Throughout their four years, you support them in setting goals and making plans for after high school. When it comes time to apply, you write their letters of recommendation. Having worked as a college counselor and spent the past year as a grad student intern in a high school counseling department, I saw how much counselors do in the college planning and application process. I also saw the challenges of supporting large caseloads of students and writing hundreds of letters of recommendation, often around the same hectic time. Despite the mad rush, these counselors crafted eloquent letters customized to each and every one of their students. Based on my observations and my own experience writing letters for my students, I've compiled what I think is the most helpful advice for writing memorable and effective recommendations. I'll go over key content, structure, and style, as well as discuss what not to include in a recommendation letter. Since it's always good to keep your goals in sight, I'll start by going over the purpose of the counselor letter of recommendation. What are they for, and how do they differ from a teacher recommendation? What's the Purpose of the Counselor Letter of Recommendation? The counselor recommendation letter is givenserious consideration by admissions committees.Writing a strong letter of support is one more way that counselors can advocate for their students and help them achieve their academic and personal goals. While a teacher's recommendation may emphasize a student's academic abilities and attitude toward learning, a counselor can focus more on the student'spersonal growth and role within the school community.As a counselor, you can speak to the student's strength of character and interpersonal skills, as well as the student's goals during and following college. The best recommendations are specific and in depth, which can be a challenge for counselors with large caseloads. The national average ofstudent to counselor ratio is 471 to 1!How can a counselor get to know all her students well enough to write a personalized letter? Most schools ask students to fill out a "brag sheet," or to answer self-reflective prompts like, "Discuss a significant experience that shaped who you are today" or "Share an obstacle or challenge you overcame and what you learned from it." These brag sheets, combined with college meetings, can reveal a great deal about the student. This material, along with observations and the relationship you've had with the student over her four years in school, can go a long way toward informing your letter. To help you and students make the most of these meetings and brag sheets,what's the key content that you need for a strong letter of recommendation? What Should Go Into a Letter of Recommendation? Intuitively, most recommenders know that they should talk about their students' strengths and how great they would be at college. Most recommendation letters say positive things about a student. Butwhat makes some of them stand out among the restand truly impress admissions officers? What can you do as a counselor to boost your student's chances of getting in? The most effective letterspaint a specific portrait of a student.Rather than listing everything under the sun, they zero in on key strengths and qualities. They use powerful words, give a high ranking, avoid cliches, and tell specific stories to prove their characterization of a student. A good recommendation speaks to a student's past achievements and indicates confidence in her future success. Let's look more in depth at how to accomplish each of these things. Highlight Major Strengths and Impressive Personal Qualities The most memorable recommendation letters tell a specific story. Youdon't have to list everything on a student's resume, or strive to present them as the most well-rounded candidate the school will ever see. Often, admissions officers are impressed by a student's commitment to developing expertise or cultivating skill in a certain area. Deep achievement is generally more noteworthy than general dabbling, and your recommendation letter can reflect that. Stella's greatest strengths are her sensitivity to others and commitment to social justice. A budding intellectual, Jon is fascinated by new ideas and has a tremendous capacity to weigh many different opinions at the same time. An excellent student and strong leader, Maria stands out with her strong inner voice and assured sense of self. From Potions to Divination to History of Magic, there's no subject that Hermione hasn't mastered through sheer cleverness, effort, and determination. (This one might only work for magical universities.) I'm not suggesting that you leave out major strengths of your students, as you want to paint a dynamic picture of them as multifaceted individuals. But you should highlight the most important ones and avoid writing a list of everything they've done and been involved in. Plus, simply repeating a resume says nothing aboutyour relationship with the student.By highlighting her passion for volunteer work, love of historical research, commitment to sports, or fascination with physics, you're giving insight into what drives a student to do what she does and how she communicates and demonstrates her passions to those around her, including yourself. To best narrow down your thoughts, I've found it helpful to brainstorm what comes to mind when I think about a student. Is she especially intellectually curious, compassionate towards others, or interested in other cultures? Does she excel at creative problem-solving or at energizing others in a group setting? Once you've chosen the most important qualities that an admissions officer should know, think aboutspecific anecdotes and examplesyou can give to prove them. Let her actions speak even louder than your words. Want to build the best possible college application? We can help. PrepScholar Admissions is the world's best admissions consulting service. We combine world-class admissions counselors with our data-driven, proprietary admissions strategies. We've overseen thousands of students get into their top choice schools, from state colleges to the Ivy League. We know what kinds of students colleges want to admit. We want to get you admitted to your dream schools. Learn more about PrepScholar Admissions to maximize your chance of getting in. Give Specific Examples and Anecdotes Your recommendation letter should definitelyinclude examples.Think of examples as proof of what you're saying. You can say a student is intellectual or philosophical, but that doesn't communicate very much or explain how you know that. Additionally, you could describe a conversation you had with the student about the role of technology in relationships and how she challenged you with ideas you'd never thought about before. Not only do stories help the student come to life and differentiate her from others with similar qualities, but they also show that you have a strong relationship with the student. By showing that you know her well, yourletter carries even more weight.In the eyes of admissions officers, you become especially qualified to assess her and provide a meaningful statement of support. Since I should practice what I preach, here are a few examples of using examples! Noah has an outgoing and inspiring presence in our school. As the star of our school's spring musical, he impressed everyone with his beautiful singing voice and flare for comedy. I remember laughing along with the crowd during one of his monologues, wondering how he managed to already have such tangible stage presence. Monica is remarkable for her caring and kindness toward others. After noticing that some students didn't have appropriate winter attire during last year's polar vortex, she organized a Hope Chest and donations closet, where students could "go shopping" for free gloves, scarves, boots, and coats. She even designed the closet to look like a store, with fancy coat hangers and colorful shopping bags. This extra touch and attention to detail showed me how sensitive and attuned she is to the feelings of others. To best depict your student in a memorable way, you should be careful with your language.Powerful adjectives and statements of high rankingwill stand out a lot more than language that sounds generic or lukewarm. Use Powerful Language and Rankings I found word banks of strong adjectives to be helpful when composing and revising letters. When I first sat down to write, all the cliches bounded into my head, eager to be of service. "Let's write about how she's is a good student with a lot of dedication and a heart of gold!" they'd insist. Not only would these sound cheesy and unspecific, they also don't do much to differentiate the student from anybody else. Sorry, cliches. I know you were just trying to help. Maybe next time. When drafting, and especially when revising, your letter, be on the lookout forambiguous, generic, or cliche language.Then think about what words you can use that would be more impactful and communicate exactly what you want to say. Instead of writing about how smart a student is, do you want to comment on her creative problem solving or nuanced understanding of complex issues? Is she particularly innovative in her insights or thorough in her research? Some powerful words includeanalytical, insightful, curious, observant, innovative,ormastery (of a specific subject area).Others that fall more in the arena of personal and professional strengths includemature, flexible, generous, empathetic, leader, versatile, ethical, motivated, ambitious, resourceful, andstrong communication skills. Of course, these descriptors are not sufficient on their own. As discussed above, you want touse examples from observations or interactionsto illustrate what you mean. Two students might both be ambitious but in very different ways. You always want to differentiate the applicant from all the others and comment on what makes her unique. Ahigh ranking,furthermore,can also go a long way from a counselor, especially one who has worked in the school for years. Statements like these say a lot. Always ready with a book suggestion and eager to get to English class, Juan is the most literary student I've ever worked with in my twelve years at Cumberland High School. In terms of academic talent, passion, and drive, Kate is one of the top three students I've known in my ten years as an educator. In my decade counseling students at Forks High School, I've never met a student as self-aware or driven as Edward. Saying someone is "above average" doesn't sound too strong, though, so you should probably leave out a statement of ranking unless it's particularly glowing. Finally, your letter can speak to a student's potential and talk about what you envision her doing at college and beyond. Speak to a Student's Future Success Admissions officers are aiming to build a class of dynamic, diverse students with a range of talents and interests. They want students whose past achievements point to their future success. As a counselor who has likely seen the student grow and develop over a transformative four years, you can speak to her continued growth in college. Assure admissions officers that your students will contribute academically and socially at college. Speak to what you see them doing, and how they'll be a major asset to their community. If the student has struggled in school, you could speak to her potential for growth. Statements like these can usually come in the conclusion of your letter. Based on the incredible resilience Ashley has shown throughout the challenges in her life, I have no doubt that she will continue to handle anything that comes her way with strength, grace, and a positive outlook. Considering all she's accomplished as Class President, I am confident that Sara will have a strong voice and leadership role on her college campus. Even with his mysterious absences, Edward has risen to top of his class. I'm sure he will continue to excel academically during this next chapter of his eternal life (Twilight: The College Years). While all of these elements are key for your letter of recommendation, are there any types of content that you shouldn't include in your letter? I touched upon a few of them above, but let's review what could make your letter ineffective. What Shouldn't Go Into a Letter of Recommendation? To reiterate the point, simplylisting out a student's activities and achievementswould make for a weak letter. It's not personal or insightful, and it's a reiteration of information that's present in other parts of the application. While you should speak to significant involvements, you should do so in a personal way - what drives the student and how has she demonstrated her skills, interests, or personality. On a similar note, writing about quantitative data, like GPA or number of years involved in each club, won't add much to a student's chances. It's like confirming that the student attended your school, without actually giving an assessment or recommendation. When you go through your letter, be on the lookout for generic language that could apply to a number of students. Similarly, revise anything that'sambiguous or hyperbolic. Overblown enthusiasm could sound insincere, while lukewarm praise could sound forced. Make sure you're not listing adjectives without examples. When you read over your letter, it should add value to an application by providing insight and differentiating the student from other applicants with similar grades and activities. Finally, you don't want to use a template that's very similar for a lot of students, especially if they're applying to the same colleges. Nearly identical letters would make you lose credibility in the eyes of admissions officers, and then your letter would do little to help a student get accepted. Once you've brainstormed the qualities you want to highlight and stories you want to tell, it's helpful to draft your letter with aclear structurein mind. How to Structure Your Recommendation Letter Your recommendation letter should be one page. In exceptional circumstances, you might continue onto two pages, but generally speaking it should be one full page. Less than that could look like you don't have much to say about a student. That might be the case, but admissions officers will notice that and interpret it as they will. In the introduction, you should state your recommendation for the student. Say who you are and how long and in what contexts you've known the student. This shows that you're qualified to make an assessment. As Sofia's counselor for the past four years at Degrassi High, I have had the pleasure of watching her grow into one of the most successful students in her class. James: inventor, sci-fi fan, coder extraordinaire. In my twelve years as a counselor at High School High, I've never seen a student more passionate about technological innovation than James, who has a skill for computer engineering far beyond his years. In the middle two to three paragraphs, you can dive into your assessment of the student, using the content and techniques talked about above. Highlight her impressive personal qualities, and talk about her growth. If there are any important challenges the student has had to overcome, you should share that as well. If the challenge is especially personal, I would double check with the student that she feels comfortable sharing that information. If you can tailor your assessment to the specific college, all the better. For highly selective colleges, you could attest to the student's ability to thrive in an academically rigorous environment. You could speak to her collaboration, communication, or leadership skills, to her flexibility or ambition, or to her resourcefulness and resilience. One of the most ethically driven and global minded students I've known in my 12 years as a counselor, Laura founded the Amnesty International Club at our school and worked tirelessly to involve her fellow students, faculty, and community in her campaigns for human rights and international justice. Tufts University, with its renowned international relations program, would be an ideal fit with her interests and goals for the future. As a creative, mature, and self-directed learner, Ana would thrive in Brown's environment, where she could explore her passion for science and build a rigorous curriculum that would match her goals. Finally, in the conclusion you should restate your support for the candidate. Provide a vision of what you see her accomplishing at college. Conclude with an invitation for admissions officers to contact you with any questions or for any further information. Be intentional with how you conclude your letter. Will readers be left with a strong impression of the student? Did your letter communicate exactly what you wanted to say? To review, let's go over the do's and don't's of writing a letter of recommendation. Key Points The best letters take time and thought to personalize, which can be tough to come by when you have hundreds of letters to write. By honing in on the key content and structure of good letters, you can streamline the process for yourself and cut out approaches that waste time or produce mediocre letters. Below are the key points that helped me the most when writing recommendation letters for students with all different interests, plans, and personalities. Do Be asspecificas possible, highlighting a student's major strengths and impressive personal qualities. Show, don't tell.Be demonstrative with stories and examples, rather than just descriptions. Use powerful, enthusiastic language and statements ofhigh ranking. Be careful not to use phrases that could be interpreted negatively. Talk aboutpersonal challengesthe student has overcome. Give your vision for how you see the studentcontributing to her college community. Don't Restate everything on a student'sresume. List quantitativedata. Describe a student without having examples to illustrate your points. Use generic, ambiguous, or hyperbolic language. Leave out essential insightsinto the student's character or motivations. Sound lukewarm or downright critical. Go too long or too short. Copy and paste from other letters. As a counselor, you're an indispensable part of a student's journey of self-discovery and post-high school planning. While all those letters can feel overwhelming, you're also one of the best people to advocate for your students and expertly write letters of recommendation that will help them get accepted to their dream schools. What's Next? What makes a strong letter of recommendation here?Check out ourfull guide and new examples here. For more insight on writing letters of recommendation, check out theseexamples of great college recommmendation letters from counselors. And to see what not to do, read these examples of bad recommendations from counselors (coming soon). Want to improve your SAT score by 240 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

How to Establish an Ethical Culture Research Paper

How to Establish an Ethical Culture - Research Paper Example Every small or large-scale organization operating in any type of industry possesses its own culture. It has its own set standards and ethics which are managed by the leadership within the organization’s environment. This paper will discuss the ethical leadership and the culture managed in the organization’s environment. Ethical Culture A culture, in simpler words, can be defined as a set of permanent norms, beliefs and values shared by the members of any society or community. In the management context, every organization, company or firm in the industry possesses its own culture suited to the employees working within it. The concept of organizational cultures pertains to the overall behavior of people which make up the organization. It usually emerges from the vision, values, systems, norms, symbols, working languages, beliefs and habits bore by the workforce. It can also be considered as a pattern of doing things, possessing certain beliefs and standards which are taug ht to the people by the organization. The ethical culture in an organization refers to the people’s beliefs regarding the ethics which are mutually shared by the people in the organization and can be easily conceptualized on the continuum which is bordered by the highly ethical companies at one end and unethical companies at the other end. Establishing an Ethical Culture There are various steps to creating an ethical culture in a social structure. ... Ongoing and Initial training The employees should be offered online courses, live workshops and the printed material regarding the creating and sustaining of an ethical culture at the workplace. Moreover, specific trainings should be provided referring to the personal integrity, proper usage of company assets, harassment, discrimination and other related factors. Regular communications In context to the management of the ethical culture in the organization, the line of communication must be established by the senior level management which can take the shape of corporate newsletters, and departmental and individual discussions. Set up an unknown reporting hotline The anonymous tool of reporting requires the end user to respond to the background questions, and also possess managerial abilities to enable the talent manager chase the incidents. The unidentified phone based and web-reporting tools should be allowed to the employees for the reason that the employees often consider that the re is least security in the internal avenues. Action enforcement The proper enforcement of the code of conduct will require the employees to take it in a serious manner. It will help building up strong ethical cultures in the organizations. Employee rewards for demonstrating the culture The employees who have successfully showed the ethical culture in the organization should be rewarded. Usually, the employees prefer to be more dedicated to the organization which depicts a strong moral and ethical culture. They generally stay happier and satisfied with their jobs and are better engaged with the organization. Personal Integrity and Ethical Leadership The success of any organization depends upon the efficiency

Diversity in the Workplace Coursework Example | Topics and Well Written Essays - 1000 words

Diversity in the Workplace - Coursework Example In addition to these groups of people, diversity also focuses on people belonging to other categories like, people having different educational background, different tenure with the company, different functional backgrounds and the resulting diversity from the mergers and acquisitions activity of organizations. Affirmative action is concerned with people who are experiencing issues related to discrimination based on color, ethnic groups, etc (Kravitz, 2008, p. 175). However, managing diversity is more related to the desire of the manager of a company to explore the potentials present in all the employees. Thus, affirmative action is only a means of attaining diversity in an organization through the implementation of various policies and diversity is a broader concept which is the end result of affirmative action. Answer 2: Cultural diversity in workforce mainly refers to the various types of people that work in an organization and can be differentiated on the basis of their race, gen der and ethnicity. In a culturally diverse workforce one can find people who have different cultural values (Pride, Hughes, & Kapoor, 2011, p. 253). According to Esty, Griffin & Hirsch (1995), they have suggested ten different dimensions of diversity which are thought to be the critical in a workplace. They are: 1) Sexual Orientation, 2) Class, 3) Ethnicity, 4) Age, 5) Race, 6) Hierarchy or Status, 7) Gender, 8) Religion, 9) Physical ability or disability, and 10) Family situation. Hence, people working in a workplace can be differentiated based on any of these cultural dimensions. Organizations having culturally diverse workforce are characterized of having people who have different cultural values and varies with respect to the dimensions mentioned above. Answer3: Managing a diverse workforce is not an easy task and is associated with many challenges to be faced by the leaders in an organization. Diversity management is not restricted to acknowledging the differences that exist be tween people working in an organization. It also involves the recognition of values associated with such differences between people, promoting inclusiveness and combating discrimination. The leaders of an organization managing a diverse workforce may also face the challenge of losing the personnel or reduction in work productivity because of discrimination, prejudice, legal actions and complaints against the organization. In addition to this, negative behaviors or attitudes can prove to be barriers for an organization because this can result in having a negative impact on the working relationships between the employees and reduce the work productivity and morale of the people. The negative behaviors or attitudes that have been referred here include stereotyping, prejudice, and discrimination and it should not be utilized by the company management while performing activities like retention, hiring, and termination of employees. Answer4: Increasing diversity in the workforce of an org anization needs implementation of an effective diversification strategy. By following the four steps mentioned below it is possible to increase diversity in the companies. Step 1: Explaining diversity for the company: The first step is to define and explain what diversification implies to the company as a whole. It is an important step to initiate diversity because the term diversity carries different meaning for different people in the organization.

Karina Cervantez INTERVIEW Article Example | Topics and Well Written Essays - 250 words

Karina Cervantez INTERVIEW - Article Example She does this by creating jobs in the area to ensure that people get good pays. According to her, life in California is very expensive. Her other responsibility entails serving in various commission such as the recreation commission where she manages the budgets of the open spaces in the community. She also proposes parks and gardens in the community. She also serves in the planning commission where she addressed land use and housing issues. Moreover, she ensures that people in the city can access the internet in order to improve networking especially among small business persons. One of students asked her to describe her regular day. She said that serving in city council is usually a part time job in their city. She said that each day is different since she performs different tasks. She goes for meetings on the second and fourth Tuesdays of every month where she meets with people to talk about the issues facing the council. On other days she attends community events. She is also a teacher in local colleges. She was also asked about the challenges the council faces. She said that the council faces safety issues especially on roads. Among her challenges include financial problems in the council and less political powers. When asked whether she only served documented individuals in the community, she said that all documented and undocumented access the city services. She said the city’s funds come from the taxations all documented and undocumented

In depth study on IKEA

In depth study on IKEA The scope of this paper is to conduct in-depth study on IKEA, the global home furnishing retailer from different perspectives. The report consists of IKEA corporate and business strategies in global markets, the firm previous experience in US and business model IKEA applied in Asian countries. 1.2 Objectives The objective of this paper is to produce a comprehensive report to CEO with the aim of determine IKEA strategic position in the future. The report critically assesses IKEA current market positioning and challenges IKEA have to overcome in order to sustain the competitive advantages. SWOT analysis is used to provide clearer picture regarding the firm internal performances in term of strengths and weaknesses, as well as the external opportunities and threats. Meanwhile, macro environment issues will be evaluate by using PESTEL analysis to capture IKEA potential growth and firm competitiveness. Recommendation to promote IKEA future growth will be provide base on strategies review. 2.0 Company Background 2.1 Industry and Company Background In 1943, a Swedish entrepreneur Ingvar Kamprad established IKEA. The name of IKEA came from its founder name Ingvar Kamprad, the farm Elmtaryd and home country Agunnardy where Ingvar Kamprad grew up. IKEA has developed rapidly as a global home products retailer. The corporate structure mainly divided into two divisions which are operation and franchising. Operation covered the management of majority stores, design, purchasing, supply functions and manufacture of furniture, which manage by a private profit Dutch company, INGKA Holding. In 1982, Kamprad established Stichting Ingka Foundation, a non-profit foundation that control over INGKA Holding. Ingka Foundation chaired by Kamprad and five executive committees which included her wife. The IKEA trademark and concept is owned by separate Dutch firm, the Inter IKEA Systems based in Luxembourg. Every IKEA stores pay 3% of sales to Inter IKEA as a franchise fees. IKEA consumers are mainly distributed into four different geographic region s, Europe, America, Middle East and Asia. The vision of IKEA is to provide a better living solution which is affordable and its mission statement is to offer functional and stylish low price furniture which everyone could afford. 2.2 Company Product and Services IKEA seized retailer chain that sells flat pack furniture, kitchen and bathroom accessories across the world. The furniture designed to be self assembled in order to reduce transportation cost. Besides, the company include traditional Swedish food restaurant in their stores, which serving Swedish meatballs, smoked salmon, lingo berry tarts and cream source. Additionally, thoughtful part of IKEA is many stores have play area for children named Smaland, where parents able to drop their children to playground while shopping and pick them up at another entrance. 2.3 Corporate and Business Strategies The impressive growth of IKEA lies on the distinctive corporate and business strategies. IKEA employ marketing mix strategy to position its brand identity in the market. Armstrong et al. (2006) explains that marketing mix strategy is a business model tools that focus on product, price, place and promotion. IKEA provide wide range of product selection. Although the product functional category is same, IKEA designed it in different features. For example, IKEA laptop stand act user friendly like a small table allow customers to use their laptop while lying on sofa. In term of pricing, IKEA flat pack furniture able to reduce transportation cost which resulted in price saving. Moreover, IKEA tend to locate in suburban area. This factor helps cut operational cost and able to provide more parking spaces for customers. Besides, Armstrong et al. (2006) also mentions that promotion is a marketing communication that consists of advertising, personal selling, sales promotion and public relations . IKEA promote their products by mail order service and free distribution of catalogue which enables IKEA cut cost in furniture storage. To improve competitiveness, IKEA modified the value chain strategy. Bartol et al. (1993, p.211) explains that Porter argues a business able to improving and value adding by focus on the key internal activities in the value chain. However, the independent (1994, p.9) states that IKEA integrate the value chain by create a two directional value adding system between customers and suppliers. On the other hand, IKEA used to expand by franchising method in their globalization strategy. Currently, IKEA has further explored their globalization strategy by joint venture. Evans et al. (2000) states IKEA joint venture strategy enable the firm minimizes the financial risk, expand the expertise network and get to know local market better. 2.4 IKEA Performances According to IKEA group fiscal year 2010 report, the independent (2010) states that IKEA currently opened 280 stores in 26 countries. The total sales archived 23.1 billion euro by 2010, raise 7.7% compare to its 21.4 billion sales in 2009. The net profit increased 6.1% at 2.7 billion euro. The IKEA market share mainly distributed in Europe which is 79%, North America 15%, Asia and Australia 6%. The distribution of purchasing per region is Europe 62%, Asia 34% and North America 4%. In term of growth perspective, IKEA demonstrated sustainable sales improvement which was average 21.9 billion euro in the past three years, 21.2 billion euro in 2008, 21.4 billion euro in 2009 and 23.1 billion euro sales by year 2010. 2.5 SWOT Analysis of IKEA 2.5.1 Strengths IKEAs distinct strategies have successfully shaped it strengths in competitive furnishing environment. The strengths comprise of strong global brand recognition that able to retain group of customers. Another strength is distinctive business strategies allow IKEA control over the products design, low pricing and global sourcing materials. Backward integration is one of the strength as well that permit IKEA enjoys economies of scale. 2.5.2. Weaknesses The weaknesses of IKEA derive into few elements. IKEA niche markets concept did not work in every country. Another potential barrier is IKEA over emphasis low price products may lead to their customers doubtful in products safety. Furthermore, IKEA has limited manufacturing capabilities by its own due to global sourcing strategy. 2.5.3 Opportunities An outstanding corporate realized that encounter weakness is the key of opportunity. The firm has foreseen the great opportunities in developing countries where IKEA may put more concentration on outsource his business in some developing Asia countries which is potential because of low cost manufacturing for example Cambodia. Meanwhile, India high population rates also one of the huge markets for IKEA expansion. IKEA may improve the existing its customers network by promote more online shopping. 2.5.4 Threats IKEA facing extreme environmental threats among competitors, some of the new entry companies adapted IKEA low cost strategy and imitated its flat pack furniture concept in the markets. On the other hand, global economy recession may reduce consumers buying power in emergent markets. Likewise, political instability may influence IKEA business performance. Chapter 3: Main Body 3.1 Assessment on IKEA Current Strategic and Distinctive Competitiveness In order to archive competitive advantages among competitors, IKEA adopted Porters generic strategy which comprise of differentiation strategy, differentiation focus, cost leader and cost focus which enable IKEA differentiate their brand identity among competitors. IKEA uphold its differentiation concept by offering high quality and low cost products to archive competitive advantages. Porter (1985) states that differentiation aims at deliver products and services that are different from the product mix of their competitors at a premium cost. The company provides functional style of self assembly furniture which material used is source globally to reduce the cost. Guardian (2005) describes that IKEA able to cut their prices at an average of 2% to 3% each year to compete in some markets segment. To sustain the differentiation strategy, IKEA may focus in adding more additional features into different products and keep the products user friendly. Adoption of differentiation focus allows IKEA to focus on particular segmentation market. Porter (1985) illustrates that differentiation focus means of differentiating its product within smaller number of target market segment. Recent years, IKEA concentrate its segmentation markets by opening trading office globally to serve customers better. Venorika (2006) states that IKEA opened 46 trading offices in 32 countries by 2006 where the suppliers need to fulfill IWAY code of conduct in supplying materials. To fulfill variety of local demands, IKEA should ensure the suppliers and designers constantly customize some of their products to provide range of choices. The advantage of being cost leader in market is able to draw attention and attract customers in long run business. Guardian (2005) illustrates that IKEA attain cost leaders by working together with its suppliers, provide technology and consultation. Likewise, cost focus can be mutual benefits for manufacturer and consumers where manufacturer save its cost of production and consumers enjoy the cost saving harvest. For example, the benefits of global sourcing where Captell (2005, newspaper) states that one of the IKEA best selling products Klippan sofas price was $354, by 2006 the price has drop to 202. To sustain cost focus, IKEA should critically examine some suppliers and further diversify its major suppliers for their materials. For example, Map of The World (2006) states that Canada, Russia and United States are top timber producing countries. 3.2 Organizational Gaps to Date Increasingly globalization is an enormous challenge for IKEA. To sustain, IKEA should further integrate their management by letting its independent business group has greater managerial decisions to effectively implement business process and boost quicker respond during crisis occur. Carrillat et al (2004) illustrates management that market driving is described to be outstanding in implementing unique business process, figuring market structure and value adding to their organization. Secondly, a company that provides professional service able to retain customer loyalty. Rowley (2005, pg 574-578) states customers loyally are company business core assets in the competitive market environment which add value to a business future. IKEA may review their service policy while dealing with customers flow during weekends. It can be archived by retraining their staffs to handle more customers efficiently. Alternately, the company can increase their manpower by hiring part time workers which is lower cost. Development of information technology has increase convenience in searching broad information. Brent (2005, pg 2) explain that a comprehensive information system allows company strategic core to be flexible, scalable and effectively operating in a high stress and limited resource environment. Hence, IKEA should utilize the information technology resource by promotes online shopping to resolve weekend customers flow issue. 3.3 Performances of Current IKEA Strategy 3.3.1 Analysis on IKEA challenges in US market. IKEA in United States In the mid of 1980s, IKEA entered United States to challenge an entirely different culture. IKEA success in United States doesnt come easily. Although the low price products always preferences of consumers but IKEA still faced difficulties at the beginning stage. Measurement standard and size of furniture were the major issues to IKEA. Nordin study (2002) illustrates one of the customer feedbacks emphasized they were drinking out of vases to refer the size obstacle. In order to delight American markets, IKEA realized the importance of modify its products design to suit local needs. By the mid 1990s, the independent (2003) states that IKEA has successfully increased the revenue from USD 600 million to USD 1.3 billion and became IKEA third largest markets after Britain and Germany by 2002. PESTEL analysis for United States I. Political Factors The research by Wayne et al. (2006, p.101) states that United States exercise constitutional republic in their political system for decision making process. The government promotes equality of laws which is fair to all everyone, therefore the policy has resulted equal opportunity to enhance trade freedom. However, governments tax policies play important role that impact business competitiveness during economy recession. For example, the independent (2009) states tax reform act enacted on 1986, the incentive has benefits individual but loaded burden to corporate. II. Economic Factors The United States gained steady growth of GDP in the past decade. Wright et al. (2007, P.185) illustrates that the capitalist mixed economy result in well developed infrastructure and high productivity that lead United States become the world largest economy. Nevertheless, the saving and loan crisis during 1980s and 1990s has great impact to United States business and financial system. Timothy et al. (2000) states from 1985 to 1995 United States insured thrift institutional deficit from 3,234 to 1,645 has resulted raise in interest rates. III. Social Factors United States is one of the largest countries with highest populations in the world. Adam et al. (2001) illustrates that United States society consists of multicultural immigrants and vary in ethnical diversification. Understand different levels of American culture are a challenge as well as opportunity to overcome barrier in order to compete with local markets. For example, IKEA strategy of niche markets has failed due to American cultural preference in bigger size products. IV. Technological Factors The science and technology advancement have shaped American success in various aspects including economic, education system, infrastructure and legal institutions. Rapid growth of technology provides job opportunities and promotes growth in business markets. In addition, the facilities and expertise available has encouraged foreign investments. Linda et al. (1991) describes that technological advancement is essential for economic growth. Porters Five Forces Model Analysis for IKEA I. Rivalry The competitors try to adapt IKEA strategy by offer low price and functional furniture products. In low end market, Wal-Mart tends to cut price and do promotion on their furniture products. Conversely, Ethan Allen aims for high end market by offer functional quality products with comfort shopping atmosphere. Tewary (2002) states the furniture markets in United States are highly fragmented, the top ten furniture retailers were just stand 14.2% of total markets share. However, IKEAs strength to deliver brand identity in both ends allows the company to develop in coming future. II. Substitutes Currently, IKEA effective global sourcing strategy and unique supply chain management has allows the firm leading without threats of substitute. Moreover, IKEA innovation designs at all time able to satisfy trend of consumers demand. John Leland (2002) states typical Americans shopper like new things, travel abroad, take challenges and functional technology. Thus, IKEA consistently revise the fashion design style of furniture able to tag along consumers trend. Power of Buyers Consumers have limited choice on selection by specific retailer, due to particular retailer focus in certain perspective for example, design, quality, service and pricing. IKEA stands advantage on all. Therefore, the bargaining power is little for consumers. Nordin study (2002) illustrates that customer visit to IKEA able to find good design and low pricing products. Therefore, in IKEA internal perspective, the consumers bargaining power is little. New Entrants Most of the IKEA stores are located outside the cities to avoid massive traffic and provide bigger parking space. IKEA did not expand the markets in metropolitan areas, so there is potential for another furniture retailer to offer low price products to compete IKEA markets share. Tewary study (2003) shows that United Stated furniture reported USD 67 million sales by 2002 and keep on growing. Hence, some of the retailers may seize opportunity in sharing the furniture markets. Power of Suppliers IKEA has high demand in timber for their products. The supplier needs to bids contracts for supply raw material to IKEA. Meanwhile, IKEA will provide consultation in term of technology and training to ensure the consistency of material quality. Hence, the supplier bargaining power is low. Due to green environmental issues, it can impact the timber supply. Knight study (1998) shows that more than 200 million hectares of forests vanished due to development became the barriers of supply raw materials, Green Agreement of Tariffs has signed allows corporation to seek more profitable forest. Factors to Consider in Assessing Industry Attractiveness. Factors High Impact Low Impact Description Ref 3.3.2 Growth Potential and Competitive Advantage IKEA Secure in China IKEA in China In 1998, IKEA opened its first furniture store in Beijing, China. The company core target customers are the middle class young people which are around 30 years old. IKEA realized that different strategy need to be use while entry a new market. Lee et al (1998) states that China has numerous differences in culture, political, economic and business models compare to Sweden. Among the challenges, Trompenaars et al. (2004) illustrates that as a new business entry, language is one of the main barriers for IKEA enter China market. To win Chinese customers heart, IKEA has the Chinese translation named of Yi Jia which means comfortable and family. PESTEL analysis for china PESTEL analysis critically evaluates IKEA potential growth and present arguments on its competitive advantage to secure in China. I. Political Factors China exercise communism in their political system. In China, the government controls all the resource activities. Capdevielle study (2007) states that China enacted reform and opening up policy that opened its market to attract foreign investment in 1978. The policy provided opportunity for many multinational companies to expand their business in China. However, government tax polices influence markets growth. A study of Li et al. (2007, p.26-27) illustrates that 70% of foreign investment enterprise reported loss due to the transfer pricing measure enacted by China in 1990s to control the wealth out of their nation but China has slowly loosen the trade policy to promote business growth. Presently, IKEA adapted joint venture strategy to share risk of losses as well as dealing with government policy to archive competitive advantage. II. Economic Factors The joined of China into World Trade Organization (WTO) has result the country economy growth rapidly. Phang et al. (2010) describes that China is the second largest world economy after United States by 2010 with the GDP of $1.337 trillion. The strong economy growth has raised China people purchasing power toward the housing demand which can be a huge potential for furniture industry. Wang (2003, p.121-143) states that housing investment annual rates has increased by 20% which is currently urban Chinese most important property. Nevertheless, IKEA facing competitive challenges in China local markets due to government weak control on intellectual property. Imitation of brand pattern which offer in very low price often found in China markets. Therefore, IKEA global sourcing strategy and supply chain management effectiveness which constantly offer low price products determine the company growth. III. Social Factors China has the world largest population. A study by Judith et al. (2010, p.4) illustrates that population of china has risen approximately to 1.35 billion by 2010, the world largest population and estimate to be peak during 2030 which is 1.5 billion. From the social point of view, that is a great opportunity for foreign investor to fight against the business markets share. However, the population aging issue and the one child government policy in China should be taking into consideration due to IKEA targeting young middle class people. Bloom et al. (2008, p.40) states that China population aging and low fertility rates could result impact on future economic growth. IV. Technological Factors Over the past decade, China has archive significant improvement in their science and technology development. The rapid improvement in research and development drive manufacturing industry expansion and create more jobs opportunity. Wang (2007) illustrates that china government implement policy to raise the ratio of RD to GDP, resulted sustainable growth which reported 1.4% by 1996 compare to 0.7% of GDP in RD during 1987. Nonetheless, lack of local core technology may increase foreign company cost in buying the technology license and import to China. For example, the independent (2006) states due to the lack of core technology, local company paying 20% to 40% of price for each computerized numerical control machine. Yet, IKEA stand advantage with the unique value chain management in providing technology consultation for their suppliers to maintain long term business relationships. 3.3.3 IKEA Current Strategy on Market Diversification (China) IKEA Diversification in China Globalization is the current trend for most of the companies nowadays. However, Brooks et al. (2004, P.233) illustrates that there is certain level of risk to invest in foreign country. To gain market share in new entry countries especially Asia, IKEA corporate and business strategies determine its sustainability and competitive advantage among competitors in future. For example, IKEA globalization strategy in Asia country, China, comprise of joint venture, localization and pricing strategies. Joint Venture First of all, IKEA decided to joint venture with local companies in China due to one of the macro-environmental element which was China government policy. Capdevielle et al (2007) elucidates that China practice joint venture policy to gain mutual benefits and principal of equality for their nation. Dealing with entirely different culture, IKEA adapted passed experience in globalization to analyze China market. Joint venture strategies add value to IKEA by sharing risk of losses. Bragssington et al. (2003, p.106) points out that full analysis should be conduct in order to informed the expansion decision to contribute the success in investment. Localization To continually growth IKEA business after joint venture, the firm adapted localization strategy to suit local Chinese culture. For example, the independent (2005) illustrates that IKEA localization strategy consists of offer wide range of Chinese market products that tailor customers preference as well as the design of showroom is constructed accordance to Chinese style. Despite of it, IKEA also focus on Chinese sub-culture to lure the local customers. Copeland et al. (1986) states that Chinese preference on decoration in red color during Chinese New Year which means good luck and fortune. Recent years, one of the most exclusively IKEA localization effort was during Chinese New Year. In 2006 Chinese New Year, many IKEA products designed with red rooster to welcome the Chinese year of rooster. Pricing Strategies IKEA based on its low price strategy in offering wide range of quality products to consumers. Usunier (2000) elucidates that product price is always a vital communication element between buyers and sellers. To compete with local furniture retailers, IKEA has dramatically slashed their products price and outsourced locally to reduce cost. Song (2005) points out that currently 70% of IKEA selling products are made in china and certain products has slunk 70% of its original price. For example, the tray BAGN for eating on bed purposes cost RMB 29 in 2007 compare to its price RMB 89 during 2000. Chapter 4: Recommendation To survive in the changing environment, IKEA have to constantly adapt changes and aware on customers preference trend. Several elements IKEA may focus to improve its value proposition as well as to maintain competitive advantages. 4.1 Justification on IKEA diversify strategy in China Joint venture strategy in China has improved IKEA operational network and culture understanding. Jonsson (2008) states that IKEA react more responsive to the local Chinese demands due to the sharing knowledge of Chinese culture with joint venture partners. Recent years, Capdevielle (2007) points out that IKEA has currently offer typical Chinese furniture such as Chinese kitchen wares. IKEA pricing strategies in China have significant progress throughout the years. Wei (2007) illustrates that by 2002 IKEA overall products price drop 12% and sales increase by 35% in 2003 compare to year 2002. Despite of it, IKEA move further to improve their customers service. Wei (2007) also mentions that IKEA started to provide delivery service with a little charge and even free of charge for deliver their products for those area are near. 4.2 IKEA Diversification on New Asia Country As the global business operational costs increase for example labor cost. IKEA may look for alternative opportunity to source its business from developing country. Cambodia can be IKEA potential business expansion due to the broad agriculture activity and strong GDP growth in recent years. Mohan (2005, p.10) points out that there is potential growth in future for Cambodia as an agriculture dependent country due to the labor cost advantage. Furthermore, Purcell et al. (2010, p.9) states the opened policy of Cambodia government in joining the ASEAN and WTO has increased the GDP 9.6% by 2007. The political and economic factors are vital elements IKEA should consider while entering into a new market. 4.3 Continue Focus on Innovation Innovation is a key in adding value to development of organization. Drucker (2002, p.95-103) states that capability to be innovative in an organization is the key to endure business grow. IKEA has a very different innovation perspective compare to others organization. Victoria et al. (2007, p.46) illustrate that IKEA posses unique forms of innovation in introducing new technology, widening the low cost products design range to maintain long term suppliers and consumers relationship. Victoria et al. (2007, p.46) also mentions IKEA focused on technological innovation by online products provision and supply chain management which contributed to the growth of its business. The critical factors to continue IKEA success in innovations are all level of consumer centric innovation, further analyzes the segmentation markets by research and innovative marketing campaign to match local preference. 4.4 Reviews on Strategy Competitiveness For IKEA to lead furniture industry as a market driver, the firm should periodically review and enhance the existing strategies. Adaption of blue ocean strategy enables IKEA to seek the value of innovation by cost reduction and differentiate it products to meet customer needs. Kim (2005, p.4) explains that blue ocean strategy enable corporate to create new customer value and provide lasting core competitiveness. Moreover, blue ocean strategy challenges the traditional business concept in breaking market competition and growing organization brand identity. Continually review the business strategy provides bigger picture and direction for an organization to attain growth in future.