Sainsbury Organisational Structure and Culture free essay sample

An Organisation’s structure is a network of interdependencies among the people and the tasks that make up the Organisation. It is created and sustained by the basic coordination mechanisms of mutual adjustment, direct supervision and standardization, all of which coordinate inter-dependent relationships among people and groups (Wagner and Hollenbeck 2009). Pugh (1990) simplifies this by defining an organizational structure as consisting of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. Different types of organisational structures have been proposed (Salaman, 2001; Bamford West 2010). Wikipedia however, identifies six main categories of an organisation structure as: 1. Pre-bureaucratic structure 2. Bureaucratic structure 3. Post-bureaucratic structure 4. Functional structure 5. Divisional structure 6. Matrix structure Every organisation has a culture; they are structured according to the way they operate and according to their culture. The structure of an organisation and its culture can affect the way it works and performs. Deal and Kennedy (1982) argue that culture is the single most important factor accounting for success or failure in organizations. They identified four keydimensions of culture: †¢ Values – the beliefs that lie at the heart of the corporate culture. †¢ Heroes – the people who embody values. †¢ Rites and rituals – routines of interaction that have strong symbolic qualities. †¢ The culture network – the informal communication system or hidden hierarchy of power in the organization. Information gathered from Sainsbury website indicates that they employ the divisional structure of organisation. Operational divisions are listed on their corporate website: †¢ Sainsburys stores Sainsburys online Sainsburys property Sainsburys Finance Sainsburys Energy Sainsburys Entertainment Sainsbury’s Mission Statement and Purpose According to Hill and Gareth (xxxx), a company’s mission statement describes what the company does. Essentially, the mission statement answers these questions: What is our business? What will it be? What should it be? The responses to the questions above guides the formulation of the mission statements Sainsbury’s mission statement states that: Our mission is to be the consumers first choice for food, delivering products of outstanding quality and great service at a competitive cost through working faster, simpler and together. This mission statement underpins . and drives their corporate values and business strategy. Environmental The diagram below illustrates the PETLE framework [pic] Fig 1: PESTLE illustration diagram Political Political factors represent the way and the extent to which a government influences the economy and a certain business. Political factors are represented by specific areas, such as labour law, tax policy, tariffs, and trade restrictions. A key government policy in the UK that affects Sainsbury is the National Minimum Wage rate, this mandates that employees under a certain age have to be paid no less than what the government has authorised for that year. Source GOV. UK Another government requirement is that businesses must cater for disabled people, by building ramps into offices, shops etc. This will require in some cases redesigning of existing office building and stores owned by Sainsbury. It can even have possible knock on effect on its employment strategy. Others such the maximum weekly working hours as stated in the Working Time (Amendment) Regulations of 2003 will mean that Sainsbury employees cannot mandate its employees to work over the stipulated hours unless they choose to do so. Economic Wikipedia defines an economy as: â€Å"An economy consists of the economic system of a country or other area, the labour, capital and land resources, and the economic agents that socially participate in the production, exchange, distribution, and consumption of goods and services of that area† The state of the economy will therefore dictate things such as inflation rate, interest rates, economic growth or exchange rates. All of these can greatly influence a Sainsbury’s operations, because they are likely to influence demand, costs, prices and profits. Unemployment which can be as a result of economic recessions can cause a slowdown in retail sales. Generally, people tend to cut back on their spending, or they don’t have the power to spend at all. For Sainsbury’s, this could mean introducing more budget lines cheap food such as meat and fish off-cuts, misshapen fruit and vegetables, and food made with cheaper ingredients in other to drive sales volume and to remain competitive. Overall, if the economic environment does not improve, expansion plans may have to be put on hold. There is even the possibility of some of their stores closing down and thus affecting their profit margins. Social Social factors mainly influenced by cultural changes within the environment are often referred to as socio-cultural and social trends are often importance to companies (Henry, 2008). Demographic factors, which comprise factors like population growth rate, cultural aspects, age distribution and health consciousness, can be a key consideration in consumer behaviour. The type of goods and services demanded by consumers is a function of their social conditioning and their consequent attitudes and beliefs. Sainsbury’s will have to respond to the needs of our current dynamic social environment in other to retain its customer. Consideration for value-added products and targeted group of people in certain areas of the UK can become an advantage. Technological Technological changes cannot be ignored. Technology continues to influence the development of many products and also changing the way shop. It can be argued that it benefits both the customers and the organisation. Sainsbury will have to adopt to new technological concepts in other raise its customer satisfaction and also to improve efficiency of their operations.

Learning About Organizational Behavior free essay sample

In what ways do specific categories of diversity appear to be relevant in the Princeton case? [Slide 14] In what ways are ethical issues manifest in the Princeton case? [Slides 16, 17] Which of the core competencies seem to be present or absent in Mario? [Slide 1] absent in Robert? [Slide 1] Identify the external forces and stakeholders potentially influencing Falls Video during the late sass. [Slide 26] 3 What is Organizational Behavior? Definition: The study of human behavior, attitudes, and performance in organizations. Value of B: Helps people attain the competencies needed to become effective employees, team leaders/members, or managers Competency = an interrelated set of abilities, behaviors, attitudes, and knowledge needed by an managerial positions 4 Logically integrated set of competencies required for managerial and professional effectiveness in the 21st century This model developed by Helloing, Slouch, and Woodman for this textbook Other models of such competencies have been developed by other authors 5 Definition of the Managing Self Competency Involves the ability to assess your own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning (including new or modified skills, behaviors, and attitudes) 6 Core Abilities of the Understand the personality and attitudes of yourself and others Perceive, appraise, and interpret accurately yourself, others, and the immediate environment motivations and emotions Assess and establish developmental, personal/life-related, and work-related goals Take responsibility for managing yourself and your career 7 Career Development* A career is a sequence of work-related positions occupied by a person during a lifetime. We will write a custom essay sample on Learning About Organizational Behavior or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Career development involves making decisions about an occupation and engaging in activities to attain career goals. A career plan is an individuals choice of occupation, organization, and career path. 8 Five Aspects of a Career* Career success or failure is best determined by the individual, in terms of his/her personal goal achievement No absolute career evaluation standards exist Examine a career subjectively (e. G. , values and personality fit) and objectively (e. , Job choices, competencies needed) Make decisions about occupation and pursue activities to attain career goals throughout your lifetime Consider cultural factors as they impact performance and career opportunities 9 Managing Communication Competency Involves the ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings, (verbal, listening, nonverbal, written, electronic, etc. ) for accurately transferring and exchanging information and emotions 10 Convey information, idea s, and emotions so they are received as intended Provide constructive feedback Engage in active listening Use and interpret nonverbal communication effectively Engage in effective verbal communication Engage in effective written communication Effectively use electronic communication resources 11 Managing Diversity Competency Involves the ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual 12 Foster an environment of inclusion for all Learn from others with different characteristics, experiences, perspectives, and backgrounds Embrace and support diversity Work with others because of their talents and contributions, rather than personal attributes Provide leadership in addressing diversity-based conflicts Apply diversity laws, regulations, and organizational policies related to your position 13 Selected Categories of Diversity* Primary Categories: Genetic characteristics that affect a persons self-i mage and colonization, appear to be unlearned and are difficult to modify Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectionate orientation Secondary categories: Learned characteristics that a person acquires and modifies throughout life Education, work experience, income, marital status, religious beliefs, geographic location, parental status, behavioral style 14 Managing Ethics Competency Involves the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors 15 Ethics Definition: Values and principles that distinguish right from wrong. NOT IN TEXT: Ethics are often based upon laws, organizational policies, social norms, family, religion, and/or personal needs, ND may be subject to differing interpretations with problems in proving truth Ethical Dilemma*: A situation in which an individual or team must make a decision that involves multiple values. 6 making and behavior Assess the importance of ethical issues in actions Apply laws, regulations, and organizational rules in making decisions and taking action Demonstrate dignity and respect for others Demonstr ate honest and open communication limited only by legal, privacy, and competitive considerations

Julius Caesar Tragedy Essays - Julius Caesar, Cleopatra,

Julius Caesar Tragedy 1.) The great philosopher Aristotle makes the distinction between comedy and tragedy. Aristotle defines tragedy as a tragic character falling from a high place in society due to a flaw they possess and provides an insight into human existence. He defines comedy as any story that begins in adversity and ends in optimism. Shakespeare offers his own six elements to a tragedy; a tragic hero, conflicts (internal and external), humor, the supernatural, revenge, and chance happenings or bad luck. The tragic hero is clearly Brutus who seals his own fate through his character flaw, which is being a stoic. Conflicts are present in great numbers throughout this story both internally and externally. Brutus struggles internally when he contemplates whether or not to go through with joining the conspirators. Caesar obviously struggles with his counterparts during his own death scene. Humor or puns are illustrated when the cobbler describes himself as a "mender of bad soles." The ghost of Julius Caesars accounts for the supernatural element. Marc Antony brings about revenge when he rallies the people against Brutus for killing Caesar. When Portia is too late in stopping Brutus from reaching the capitol where he will kill Caesar is a great example of chance happenings. 2.) The element of character flaw play as huge role in this play. Character flaw is defined as a trait character lacks or possess which leads to their ultimate downfall from a high place in society. Brutus' character flaw is the very fact he is a stoic or he believes in what people are and say. He lives in an idealistic world. A modern example would people in get caught up in certain gimmicks and schemes that the media offers. Caesar's flaw is he is over ambitious. He lets the idea of being emperor blind of the conspiracy going on around him. An example of this would be someone who is a so-called "work-aholic." That is a person who allows their goals in the work place to obstruct the goals of life. 3.) The roles of Portia and Calpurnia play an influential role in this play as the act as the better halves of Brutus and Caesar. Portia and Calpurnia differ in their own mental stableness. Portia stable set of mind allows her to think and reason with logic clearly make a woman before her time. Calpurnia, on the other hand is a woman who overacts, panics, and really is too big in the logic and reasoning department. Portia's action taken when she tries to stop the conspirators before they reach the capitol and Calpurnia's actions taken when she tries to prevent her husband's trip to the capitol after she has the dream about Caesar's murder are best explain for their love of their husbands. Though their mindsets may be different they still love and deeply care about their spouses. I would rather marry Portia because of her mental stability and strength in times of adversity. 4.) Blank verse is key in establishing social classes in "Julius Caesar." Blank verse is defined as unrhymed verse written in iambic pentameter in which every syllable is stressed. Shakespeare uses blank verse as a device to distinguish social classes. The Patricians speak in blank verse while the Plebeians do not contrasting the their own ignorance. 5.) In Shakespeare's "Julius Caesar" Brutus is the tragic character. His flaw of being an idealist causes him to believe the conspirators and murder Julius Caesar and fall from his high place in society. By definition you arguably see how Brutus' inability to see and hear people for what the are causes his own horrible demise. His idealistic world creates the illusion killing Caesar and following the instructions of the conspirators is perfectly logical. Through these conclusions it is plain to see that Brutus is the true tragic character. JULIUS CAESER 1.) The great philosopher Aristotle makes the distinction between comedy and tragedy. Aristotle defines tragedy as a tragic character falling from a high place in society due to a flaw they possess and provides an insight into human existence. He defines comedy as any story that begins in adversity and ends in optimism. Shakespeare offers his own six elements to a tragedy; a tragic hero, conflicts (internal and external), humor, the supernatural, revenge, and chance happenings or bad luck. The tragic hero is clearly Brutus who seals his own fate through his character flaw, which is being a stoic. Conflicts are present in great numbers throughout this story both internally and externally. Brutus struggles internally when he contemplates whether or

Ryanair vs. Easyjet Corporate and Competitive Strategy Analysis

Ryanair vs. Easyjet Corporate and Competitive Strategy Analysis Introduction There are many low-cost airlines in the world. In Europe, major airline companies, such as Flybe, Wizz Air and Aer Lingus, dominate this space (Dobruszkes 2006). Jet2, Ryanair, and Easyjet are other dominant airline companies in this category.Advertising We will write a custom essay sample on Ryanair vs. Easyjet: Corporate and Competitive Strategy Analysis specifically for you for only $16.05 $11/page Learn More Within this space, Ryanair and Easyjet are the two biggest low-cost airlines in the region (Elderman 2014; Dowling 2010). The two airlines are also the most popular low-cost airlines in Europe. Ryanair is an older airline company than Easyjet because its operations started in 1985, while Easyjet’s operations started in 1995 (Freire 2014). Ryanair has evolved from a family owned business into one of the most successful regional brands in the market. The company brands itself as â€Å"Europe’s only ultra low-cost airlinerâ⠂¬  because it is the region’s largest low-cost airline company (Mayer 2008). From 67 operational bases, Ryanair makes more than 1,600 flights daily. It also flies to more than 180 destinations in Europe (Mayer 2008). These destinations spread across 29 different countries in the region. Easyjet is Ryanair’s main rival. Based at London’s Luton Airport, the company travels to more than 700 destinations and has a market presence in more than 30 countries (Mayer 2008). Compared to other leading airlines in the short-haul market segment, the two airlines are among the top ten aviation companies with the highest passenger numbers in Europe. The following table shows this fact. Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Figure One: Position of Easyjet and Ryanair in the global low-cost airline market (Source: Elderman 2014) This paper analyses the corporate a nd competitive strategies of Ryanair and Easyjet. However, to get a correct understanding of this assessment, this paper demonstrates how both companies create value for their shareholders and reveals the strategic choices pursued by both organisations. In later sections of the study, this paper shows the operational areas where the organisational strategies of both organisations converge and diverge. What are the Competitive Positions of both Organisations? Ryanair enjoys a dominant market share in the European low-cost airline market because it was among the first companies to adopt this strategy in the region (Malighetti et al. 2006). However, because it could not protect this strategic approach from duplication by other airline companies, it lost a significant market share to other companies, such as Easyjet. Relative to this development, Ryanair has also adopted a â€Å"red ocean† strategy where it â€Å"steals† customers from other market segments (predominantly the customers of major airlines) (Thomson Baden-Fuller 2010). For example, it has â€Å"stolen† customers in the business class segment (Malighetti et al. 2006). Since the company has succeeded by adopting this strategy, it has proved that a differentiated market strategy is still vulnerable to competition. Researchers such as Kim and Mauborgne (cited in Thomson Baden-Fuller 2010) have always supported a differentiated strategy, but these developments have proved them wrong.Advertising We will write a custom essay sample on Ryanair vs. Easyjet: Corporate and Competitive Strategy Analysis specifically for you for only $16.05 $11/page Learn More Therefore, a differentiated strategy is not exclusive. Nonetheless, Ryanair commands a stronger market share than Easyjet does. Concisely, Easyjet trails Ryanair air by commanding 31% of the market in the low-cost Airline sector (Air France 2011). Comparatively, Ryanair commands 40% of the market (Air France 2011). This is the biggest market share in the European low-cost airline sector. The diagram below shows the current market shares of Ryanair and Easyjet in the European low-cost market. Figure Two: Ryanair and Easyjet market share (Source: Air France 2011) According to the diagram above, other low-cost airlines command only 29% of the market, while Ryanair and Easyjet dominate the rest of the market. The dominant market share enjoyed by Ryanair also mirrors its high customer traffic because, compared to Easyjet, the company carries 4.5 million passengers, annually, while its rival carries 3,000,000 passengers annually (Dowling 2010). Based on the strategies adopted by Ryanair and Easyjet, it is important to point out that competition determines the success or failure of the strategic approaches adopted by low-cost airlines.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More How do the Two Organisations Create Value for their Shareholders Mennen (2005) says it is important for low-cost airlines to adopt a low-cost structure if they want to create value for their shareholders. This affirmation aligns with the goal of Ryanair, which is â€Å"to firmly set up itself as Europe’s leading low-fare scheduled passenger airline through continuous improvements and expanded offerings of its low-fares service† (Freire 2014, p. 4). Easyjet also strives to become a market leader in the low-cost market segment. Both airlines create value for the shareholders in the following ways. Reinvestment Ryanair and Easyjet have always strived to support their market dominance by increasing passenger traffic through cost containment (Mayer 2008). The companies have also strived to support their leadership positions and create value for their shareholders by maintaining operation efficiencies. Profit reinvestment is a common way that the airlines create value for th eir shareholders (Mennen 2005). For example, Easyjet has managed to do so by using the company’s profits to increase its fleet size and expand into new routes (Mennen 2005). The company has also adopted the same strategy to improve passenger comfort and expand its operational network. Ryanair has also used the same strategy to meet the same goals (Mayer 2008). In this regard, both airlines have reported increased asset values and increased growth figures. Managing Competition According to Dobruszkes (2006), the relative success, or failure, of low-cost airlines lies in two factors – cost leadership and differentiation. Ryanair’s market strategy has focused on cost leadership because it strives to become the best company in the low-cost market segment (Mayer 2008; Thomson Baden-Fuller 2010). Even with these adjustments, the company has still increased its passenger numbers and remained profitable for a long time. The success of this strategy has always depended on the control and management of the four facets of cost management in the aviation sector – â€Å"employee management, equipment and maintenance, customer service costs, and airport handling costs† (Thomson Baden-Fuller 2010, p. 26). By managing and controlling competition in the sector, both Ryanair and Easyjet have generated superior values for their investors. This view affirms the opinions of researchers who say price leadership is pivotal to creating market dominance, compared to cost leadership advantages (Mayer 2008). Market Strength Alignment Focusing on market strength is also another tenet of the airlines’ competitive strategies. For example, Easyjet has maximised its productivity by operating in airports where it enjoys market leadership (CAPA 2014). Half of its seating capacity is in such facilities. Since it trails Ryanair in market strength, in some airports, the company has allocated 29% of its seats to such facilities (CAPA 2014). Ryanair has a lso focused on creating value for its shareholders by focusing its strengths on markets that it enjoys dominance. For example, it has focused on improving its performance in many routes where Easyjet does not service (Easyjet operates in 702 routes, while Ryanair operates in 1,600 routes) (CAPA 2014). This way, shareholders in both airlines get value for their investments through structured competition and increased productivity. What are the Strategic Choices for both Organisations? Ryanair The Low Cost Strategy Experts say Southwest Airlines was among the first aviation companies to exploit the opportunities that existed in the low-cost airline market segment (Dobruszkes 2006; Kew Stredwick 2005). Other airline companies, such as Ryanair, also discovered similar opportunities by leveraging their competitive advantage through the adoption of a low-cost strategy. Through its no-frills strategy, Ryanair discovered that it could be profitable by working 24 hours a day and keeping its aeroplanes in the air often (Dobruszkes 2006). Researchers say when the airline adopted this strategy, it succeeded because it was a â€Å"blue ocean† strategy – no other airline had adopted this strategy before (Ryans 2009). It created a huge demand for the airline’s services because it attracted price-conscious customers who would have chosen alternative modes of travel, or failed to travel at all, because of the high costs of air tickets. Through this strategy, Ryanair became less concerned about existing competition because it was operating in a unique market segment that other airlines had not used before (Ryans 2009). This way, it became profitable in an overcrowded industry. Today, the airline still reaps the benefit of being among the first airline companies, in Europe, to adopt the low-cost airline strategy. Partly, this is why the company commands the highest market share in the European low-cost airline market segment. Since its low-cost strategy sta rted increasing sales, Ryanair has always branded itself as a low-cost airline. Its strategy was to steal customers from dominant players in the airline industry by offering lower ticket prices compared to its rivals. To expand its customer base, the company tried to please all their customers by trying to meet the customer needs of every type of market in the industry (Malighetti et al. 2006). However, the company changed this strategy after realising it needed a differentiation strategy that would set it apart from its competitors. It also realised that its low-cost pricing strategy could not sustain its business because the margins made from such a strategy were low (Malighetti et al. 2006). Of importance, the company lacked a service advantage that would back up its cost advantage (Thompson 2005). After realising these strategic weaknesses, the company decided to introduce an outside perspective on its business model by creating superior value for its customers. In line with thi s strategy, the company also introduced value-added services to its core strategy. In this regard, it transformed its value chain for the better. This restructuring affirmed the views of Mennen (2005) who said a corporate strategy should have more value as a holistic entity as opposed to the sum of its parts. Punctuality and Efficiency Ryanair has always branded itself as an airline company that regards punctuality and efficiency as key segments of its service model (OConnell Williams 2012). The company conveys these advantages to its customers by operating in secondary airports where long queues and complicated security rules rarely inconvenience customers (OConnell Williams 2012). Furthermore, since the airline uses paperless booking, customers can easily buy their tickets and walk to the security gate without enduring any other sign-in rules. Comparatively, customers who fly with major airlines have to contend with these inconveniences, thereby making them less efficient and pu nctual compared to short-haul flight carriers. Based on these competencies, Ryanair has always argued that its success does not only depend on its low-cost strategy because its innovative on-time record and its value-added services also support its growth (OConnell Williams 2012). Observers have also said that its fleet of new aircrafts is another strategic competency that boosts the airline’s efficiency in the airline industry (Dobruszkes 2006; Kew Stredwick 2005). Flying to Secondary Airports Ryanair prefers to fly to secondary cities and pursue an outsourcing strategy to undertake its core production services, such as catering and aircraft maintenance (Mayer 2008). This strategy emerged after learning that many flag carriers use large airports, such as Heathrow, thereby limiting its competitiveness on this platform. Indeed, it would not be able to match the same level of customer service that most customers of long-haul carriers would enjoy if they used the larger airpor ts. Therefore, the company decided to use secondary airports, where their customers would get efficient services. To do so, the company uses a simplified airline network. The low fare strategy intertwines with the low-cost strategy because through lower costs, the company is able to offer low fares to its customers. In line with this low-cost strategy is a simplified pricing structure. EasyJet Similar to Ryanair, Easyjet’s strategic direction came from years of studying the success Southwest Airline (Sull 1999). Borrowing from the Southwest low-cost model, EasyJet operated using one type of aircraft and a point-to-point short-haul travel (Kew Stredwick 2005). Similar to other low-cost carriers, the airline also had no in-flight meals and a rapid turnaround. Another key aspect of its strategic competence was high aircraft use (Thompson 2005). These strategic factors made the airline more profitable than other flag carriers did. Other segments of its working model appear below Direct Sales Although Easyjet borrowed its strategic focus from Southwest Airline, its market strategy differed from Southwest because instead of relying on sales agents to make sales, the Airline relies on a direct sales strategy (Sull 1999). The logic behind this strategic approach is to eliminate commissions by not using travel agents. This approach was a cost-saving strategy. Similarly, the company would have to pay commissions to reservation agents and pay associated operation costs to reservation computers if it used sales agents to make sales. It chose to lower its costs by eliminating these expenses. Complementing its direct sales strategy is the paperless booking model. Low Cost Strategy Easyjet relies on the low-cost strategy because it believes that it cannot successfully compete with large aircraft carriers because they would use their economies of scale to â€Å"crash† the competition. In line with its low-cost strategy, the company also adopted a â€Å"no-fril l† strategy, like Ryanair, by eliminating in-flight meals and reducing the number of aircraft attendants. The company chose this strategy because it did not believe that these services contributed to customer satisfaction (Kew Stredwick 2005). Flying to Primary Airports For a long time, Easyjet has branded itself as a committed airline that strives to optimise customer experience, always. In this regard, it strives to offer convenience to its customers by operating in major airports around Europe. By doing so, it believes that its customers can get around to where they are going in good time. Customers have appreciated this strategy by increasing ticket sales (Kew Stredwick 2005). Discussion The low-cost airline sector has been a ruthless industry for aviation players. More than 20 airlines have collapsed after adopting the low-cost strategy (Air France 2011). Of importance, experts say the European low-cost airline sector is more brutal for low-cost airline companies than t he American market because both markets have different structures (CAPA 2014). The market differences are profound because profitable routes in Europe already have large airline companies that serve them. The European airline industry is also distinct because charter planes play a greater role in the industry, compared to other markets (Air France 2011). Short distance routes are also limited to low-cost airlines because European Union (EU) policies favour train services as opposed to airline services (Air France 2011). Lastly, in Europe, too much competition in the low-cost airline sector offers minimal profit margins for existing players in the industry. Therefore, the risk of overcapacity in the industry is real. This fact shows that this market has limitations that would ordinarily curtail the growth of companies that do not adopt an elaborate strategy. Ryanair and Easyjet understand these limitations and adopted elaborate strategies to navigate the economic challenges of opera ting in the low-cost airline sector (Mayer 2008). To cope with these challenges, both airlines have one dominant strategy that hinges on three factors – low costs of operations, low fares, and low frills. This understanding shows where the corporate strategies of both companies converge Where both Corporate Strategies Converge Cost Leadership and Differentiation According to Malighetti et al. (2006), the relative success, or failure, of low-cost airlines lies in two factors – cost leadership and differentiation. Ryanair and EasyJet have concentrated their corporate strategies on the cost leadership model because they both strive to become the best companies in the low-cost market segment. In this regard, both companies have gained the reputation of being the biggest low-cost airlines in Europe (Wallach 2015). Their â€Å"no frills† strategy has been a core tenet of their low-cost strategy because both airlines do not accommodate passenger meals, pre-arranged sit ting arrangements, or paper-based ticketing services (Malighetti et al. 2006). Therefore, both airlines strive to minimise their operating costs by cutting expenses such as salaries and fuel costs. To do so, both airlines use the single fleet type of operation and optimize flight crew productivity (Air France 2011). Furthermore, the â€Å"no-frill† strategy works by eliminating in-flight services to lower operating costs. However, the airlines employ the smallest number of people to meet the least regulatory requirement stipulated in the aviation sector (Malighetti et al. 2006). Therefore, a key part of their strategy is meeting the minimum contractual obligations required by airlines to their customers. Where both Corporate Strategies Diverge This paper has already demonstrated that Ryanair and Easyjet use the same business model – low-cost strategy. Both airlines also have similar performance indicators in the aviation sector. For example, in 2014, both organisations reported increased passenger numbers (Wallach 2015). However, both companies have unique internal strategies that differentiate their services beyond the low-cost model. For example, both airlines fly to different types of airports. Ryanair mainly flies to secondary airports, while Easyjet flies to primary airports. By flying to primary airports, the latter has had an edge above its competition because its customers can get to their destinations faster than Ryanair’s customers who have to board a taxi, or train, to get to major cities. Evidence of this fact emerges in Paris as a common destination for both airlines. Easyjet flies to Charles de Gaulle Airport and Orly Airport (two main airports in the city) (Thompson 2005). Comparatively, Ryanair flies to Beauvais-Tillà © Airport, which is almost one hour away from the city (Ryans 2009). The same example emerges in Rome as a popular destination for both airlines. While Easyjet flies to Leonardo da Vinci–Fiumicino Airp ort, which is close to the city, Ryanair flies to Ciampino–G. B. Pastine International Airport, which is far away from the main business district. Summary and Conclusion Easyjet and Ryanair have similar strategies to the extent that they both share the low-cost business model. Furthermore, like Ryanair, Easyjet also bases its corporate strategy on Southwest’s business model. Both airlines have perfected this strategy by introducing new price reduction measures, such as paperless booking. These operational strategies have created immense benefits for the two airlines, including optimizing airline use and increasing airline turnaround frequencies. Both airlines also have similar marketing strategies because besides marketing themselves as low-cost airlines, both companies do not use agents to reach their customers. Stated differently, both airlines use the direct sales strategy to market their services. Comprehensively, the two organisations share almost similar strategi es. Albeit these factors show areas of strategic convergence, both airlines are rivals in the low-cost airline market. Their performance will mainly depend on their ability to sustain their operational models. References Airfrance 2011, Low-cost carriers, http://corporate.airfrance.com/en/strategy/competition/low-cost-carriers/. CAPA 2014, EasyJet: more aircraft come in as more cash to shareholders goes out. Stelios baby is in good hands, http://centreforaviation.com/analysis/easyjet-more-aircraft-come-in-as-more-cash-to-shareholders-goes-out-stelios-baby-is-in-good-hands-187950. Dobruszkes, F 2006, ‘An analysis of European low-cost airlines and their networks’, Journal of Transport Geography, vol. 14, no. 1, pp. 249–264. Dowling, T 2010, Ryanair v easyJet, theguardian.com/business/2010/mar/03/easyjet-ryanair-compare. Elderman, H 2014, EasyJet Vs. Ryanair: The Curious Case Of 2 Budget Airlines, http://seekingalpha.com/article/2529155-easyjet-vs-ryanair-the-curiou s-case-of-2-budget-airlines. Freire, A 2014, Ryanair: Strategy Report, slideshare.net/FionaODriscoll/group-3-strategy-and-value-creation-ryanair. Kew, J Stredwick, J 2005, Business Environment: Managing in a Strategic Context Chartered Institute of Personnel and Development, CIPD Publishing, New York. Malighetti, P, Paleari, S Redondi, R 2006, ‘Pricing strategies of low-cost airlines: The Ryanair case study’, Journal of Transport Geography, vol. 14, no. 1, pp. 249–264. Mayer, S 2008, Ryanair and Its Low Cost Flights in Europe, Books on Demand, New York. Mennen, M 2005, An Analysis of Ryanair Corporate Strategy, grin.com/en/e-book/145623/an-analysis-of-ryanair-s-corporate-strategy. OConnell, J Williams, G 2012, Air Transport in the 21st Century: Key Strategic Developments, Ashgate Publishing, Ltd., New York. Ryans, A 2009, Beating Low Cost Competition: How Premium Brands can respond to Cut-Price Rivals, John Wiley Sons, London. Sull, D 1999, ‘Case Study: easyJet’s $500 Million Gamble’, European Management Journal, vol. 17, no. 1, pp. 20–38. Thompson, J 2005, Strategic Management: Awareness and Change, Cengage Learning EMEA, London. Thomson, N Baden-Fuller, C 2010, Basic Strategy in Context: European text and cases, John Wiley Sons, London. Wallach, B 2015, A World Made for Money: Economy, Geography, and the Way We Live Today, U of Nebraska Press, Lincoln.

Ethical dilmma Assignment Example | Topics and Well Written Essays - 250 words

Ethical dilmma - Assignment Example Let us take an example to clarify the importance of ethics in marketing. Classic Technologies is a firm, which manufactures electric products, such as, washing machines, microwave ovens, and juicers. The company is based in Philadelphia and for the time being carries out its business operations only in Philadelphia. A few months ago, the company launched its marketing campaign for a comparatively low priced newly manufactured washing machine. To attract the customers, the managers of the company introduced a one get one free scheme. The scheme was that if a customer buys a washing machine, the company would provide the customer with a free juicer machine of the same quality. A large number of customers opted to buy the washing machines. However, the company could not live up to the expectations of the customers because the juicer machines, which the company used to provide to the customers, were of very low and compromising quality. The customers trusted the company’s words, b ut they were hurt badly because of the quality, which the company provided to the customers. The ethical issue involved in this example was that the company should have provided the customers with excellent quality as promised but the company went against marketing ethics, which not only resulted in customer dissatisfaction but also affected the image of the company. Works Cited Smith, Scott.

Research answers Essay Example | Topics and Well Written Essays - 500 words

Research answers - Essay Example is to study with fun as when you are interested in the subject of the study you can easily focus on it, activate your thinking and memorizing processes. Each day try t dedicate a while to improving your language skills – this will bring results. Read books in English every day. Learn a few new words every day. Try to visit an English-speaking forum as often as possible. Every day read news articles. Every day perform 10 minutes’ listening English text. Try to watch English films as often as possible. To motivate yourself develope a system of rewards and punishments. It is very important for a teacher to explain students why English is useful and necessary for them. Some students have a strong motivation from the very beginning and they do not need teacher’s help/ however a wise teacher can involve these students to motivate other lacking motivation. Encourage students to answer the following questions

Article Critique Essay Example | Topics and Well Written Essays - 750 words - 6

Article Critique - Essay Example To comply with the requirements of writing a critique, one selected the topic which covers the rationale for federalism (why federalism?) and provide insights regarding personal reaction and opinion on the points that were discussed to determine if these points were appropriately supported. Why Federalism? The authors effectively presented a discussion on the topic (why federalism?) by first establishing the rationale for unification. Other terms that were successfully defined included: nation, confederal system, unitary system, self-government, and federalism (Greer, Schiller and Segal 75-77). The expertise and authoritativeness of the authors on the subject have been established in their capacities as professors of political science. As such, provisions of meanings of terms were validly presented through the knowledge they have gained from previous academic pursuits and in their respective professions as educators. In another perspective, the authors used a fairly comprehensible an d straightforward language that aids the students, who are the primary audience, in gaining awareness and knowledge on the subject of discussion. Through the provision of clear examples where students could effectively identify and relate to, the authors thereby are effective in language use and structural presentation. Difficult terms or vocabularies that need to be expounded were effectively provided meanings in straightforward and easily understood manners. Also, by citing other authoritative discourses authored by experts on the subject, Greer, Schiller and Segal (2012) established support and increased credibility on the topics being discussed. For instance, in defining the term ‘federalism’ which is crucial in this section, Greer, Schiller and Segal (2012) made reference to a policital scientist, William Riker, whose definition was explicitly disclosed therein. Likewise, through presenting a visual comparative illustration of conferedal, unitary and federal system s, as Figure 3.1 (Greer, Schiller and Segal 76), students were illumined on the similarities or disparities of one system of government from the other. Visual representations and illustrations are effective means to enhance understanding on topics that could be challenging to comprehend through purely written literary discourse. In subjects such as political science and history where students expect a lot of reading and discussion, as well as references to historical backdrop, using visual aids and illustrations become a welcome and helpul respite. The sources of other secondary references that provided support to the authors’ contentions were cited in two ways: through immediate citation with references under figures or visual illustrations; and through an author index where supercripts where initially added in citations through the text. In expounding on the subject of why federalism, for instance, the authors made reference to only one citation, from the work of William Ri ker in his definition of the term ‘federalism’ (Greer, Schiller and Segal 76). Despite the lack of other citations, the authors used other means of support through the provision of historical narration, examples, and statistics, as deemed applicable: for instance, citing the experiences of participants in the 1787 Constitutional Convention, specifically located in