Critical Issues Faces By Low Cost Airlines Management Essay

Critical Issues Faces By Low Cost Airlines Management Essay Ryanair started its operation in 1985. In the first year more than 5,000 passengers traveled between South Eastern Ireland and London. The company expanded continuously and by 1989 the company had 14 aircrafts over 600,000 passengers traveled per year. Over the four years the costs increased considerably and ends up with lpss of  £20 million In 1990 the current CEO Mr.Michael OLeary took over the management and conducted major changes in the company. Ryanair followed the the low cost-low frills concept and reduces the routes from 19 to 5 by 1991. The company increased the fleet to 21 over the next 6 years and remarkable increase in passenger traveled in Ryanair due to its low pricing policy. Ryanair unable to increase unto the market due to strict regulation imposed on European airlines. Ryanair took full advantage in 1997 open new routes in Continental Europe due to deregulation of European Union air transportation regulation. Over 160 routes have been established by 2001 and hubs have been set up all around the continent in London, Glasgow, Brussels, Frankfort, Milan, Now Ryanair is the key players within the European budget airline industry and perhaps the most profitable airline Identifying critical issues and core problem faces by low cost airline Regulation by domestic and EU European airline industry is always subject to regulation from both domestic and European Union. Before 1980 heavy restriction imposed by the individual countries to protect their national careers. Towards deregulating industry Ireland and UK signed bilateral agreement. In 1997 EU also deregulate the industry and any European airline can operate anywhere within the Europe. Ryanair benefited by this move. Subsequently EU introduces competition law which it prevent taking state aid and commission. Also any airline having dominant position in the market should not abuse the dominant position. Ryanair affected by this rule Charter carriers and Franchises of major airlines Charter flight operators have taken significant market share in Europe. Major charter operators are owned by the major travel agents or major commercial airlines operators. Small carriers such as Virgin Express have become franchise of major flag carriers. The flag carriers use these independent airlines as franchises to compete with low cost budget carriers such as Ryaniar and easyjet. Budget carriers cost base doesnt allow them to compete effectively on short-haul routes. Customer service satisfaction Ryanair has eliminated traditional in-flight services such as seat allocation, complementary meals and drink and news papers. Instead Ryanair earn profit from such secondary services by charging customers for in-flight services and other travel expenses such as travel insurance, car hire, Internet. Ryanair is extremely sensitive in changing the fare value. Recently it was widely on the media that Ryanair considering to charging fee for them for using the lavatory. Meanwhile Ryanair recently announced that its raising its checked luggage fee from à ¢Ã¢â‚¬Å¡Ã‚ ¬15 to à ¢Ã¢â‚¬Å¡Ã‚ ¬ 20 per bag. (Appendix 10). Although the Ryanair has remarkable track record for punctuality, flight completion the perception of the softer side of its customer service has not always been good with much bad media. Ryanairs objectives and long term vision Ryanair objective to operate the largest amount of routes with lowest fare compare to any European Airline without compromising low cost carrier business model including quality of service. (Appendix 1 ) Purpose of this assignment Purpose of this assignment is to analyze Ryanairs long term vision of the business model and submit a report to the management in order for them for the future planning for the success of the company and to avoid any future threats. This report demonstrate Detailed study of Ryanairs current strategy and the management approach which impact on business operations and functions towards carriers customer relation. and the steps management has to focus in order to stay in strong position in the low cost market. It evaluate Ryanairs current strategy and the action plan to be carried out by the management in the future to avoid any future threats by the company. It also gives brief evaluation of Ryanairs financial analysis and how the environmental factors affect the European airline low cost industry. Method and theory used The strategies and theory put forward in this analysis are industry analysis, environmental analysis, and financial analysis Strategic factors and capabilities 6.1.0 External environment The PESTEL analysis Michael Porters five forces analysis clearly talk about external factors on Ryanair function and the strategies which are adapted by the organisation. Hence, a good perceptive of Ryanair external environment will identify the opportunities and avoid threats (Refer appendix diagram) An airline industry includes well established key players and to compete with each and other but rynair has high potential of attracting the market. Thus, the PESTEL variables in macro environment have major force on the performance of Ryanair . Internal environment. This environment analyses about the strengths and weaknesses of Ryanair. This aspect talks about Ryanair internal factors like skills, competitors and capabilities. Its measures the Rynairs efficiency and effectiveness to acquire competitive advantage (Refer appendix diagram) According to the value chain analysis it is mainly rely on Ryanairs primary and supporting activities. Value chain analysis creates a value for Ryanair. However, through this analysis it is clearly focus on quality of Ryanair. Industry analysis Before arrival of low-cost airline, major company such as British Airways dominated the Europium airline industry. Until 1997 one member nation could not fly passengers within another nations domestic market. The Ryanair enter in the low-cost market with grate obstacle to overcome. Nevertheless Ryanair able to bust the market with operating low cost while maintain the profit. As a result Ryanair has become the largest low cost carrier in Europe. In 1990 Ryanair operates with 74 aircraft including 41 Boeing 737-800, 21 Boeing737-200, 06 Boeing 737-300 and 6 BAE 146. The company offers approximately 475 short-haul flights per day serving 84 locations in the UK, Ireland and Europe. 2004 was the best year for Ryanair overtaking low-cost airline Easyjet became largest airline in terms of passenger in Europe carrying more than 23 million passengers brought in revenues of US $ 1.32 billion, an increase of 43% from the previous year. It crates strong Ryanair brand name and became Britain favorite low cost airline. Ryainair having all Boeing aircraft, hence it has grater bargaining power from the supplier. In 2002 Ryaniar placed half of its order towards increase its aircraft by 112 in the next 10 years. (Appendix 1). Also it planed to purchases technology more advance and environmental friendly Boeing 737-800 and retiring old Boeing 737-200. Boeing737-800 reduces fuel burn and CO2 emission per passenger kilometer by 45% All of the Boeing 737-800 that Ryanair has bought or committed to buy is certified for category IIIA landings (automatic landing with minimum horizontal visibility of 300 metros and no vertical visibility). Also Ryanair has installed Operational Flight Data Monitoring (OFDM) system on each of the Boeing 737-800 aircraft. The purpose of the system is to monitor operational trends and inform the management. By analyzing this report management able to identify potential area of risk to rectify any deviation from the normal operating procedure, thereby ensuring Ryanairs flight safety standard. During its past 24 year operation history Ryanair has not had any single incident involving injury to passengers or member of its flight crew. Positioning Ryanair is the very competitive low cost airline in the Europe. Towards lower its cost Ryanair uses secondary airports whereas the closest competitor Easyjet does not. (Appendix 4) Ryanair became no 1s in many areas. passenger traffic -over 23m for 2004 over take Easyjet passenger growth European routes (149) and bases (11) Customer service delivery punctuality, flight completion, and fewest lost baggage. Process of strategic management followed by Ryanair The Low cost carrier business model is highly competitive and the model enhances the development of strategy formulation skill by guiding business model systematic and comprehensive study of each business situation (Appendix 2) External factors sharpening competitive positioning the Ryanair There are not one but many factors which determine the strength of competition, the level of profitability of low cost carrier market. New entrance brings competition to the industry and risk of fall of market share and profitability. Environmental analysis European Union Regulations: The European airline always subject to regulation from European Union. The introduction of the competition law by European Union it prevents getting state aid, beneficial relationship with airport operators. EU expects by introducing this regulation there will be healthy competition among flight operators. The well discussed fact that Ryanair had more favorable relationship with airport operators has benefited the carrier in a tine industry growth and aggressive pricing. EU commission in February 2004 which ruled that Ryanair had been receiving illegal state subsidy for its base airport at publically owned by Charleroi Airport Appendix 8 Competition: After introduction of the competition law, competition in the airline industry increases dramatically. This creates an environment for new entrants in to the market. Due to the price competitions many of them could not lasted long. The main competition among the players in the industry dived into four main categories. The four categories are flag carriers, Independent airline, franchises of major airlines and charter operators. The independent carriers include low fare carriers such as Ryanair, easyjet. These low cost carriers slightly lower fare than flag carriers. Flag carriers uses independent carriers such as Virgin Express as franchises to compete effectively the low cost airlines in the short-haul routes. External forces. Airline industry has always subject to changes in the world. Especially outbreak of foot and mouth in the UK, the SARS epidemic in Asia, Terrorist attack on 9/11, Gulf war, Economic downturn and recent volcano eruption in Island. Financial analysis After Ryanair introduces low fare business model every year the number of passengers travelling increased. From 2002 the company starts to purchases Boeing 737-800

Mmr Vaccine

The MMR vaccine was introduced in October 1988 to provide a one-shot immunisation against three diseases – measles, mumps and rubella. Since its widespread introduction, recommended by the World Health Organisation, rates of these diseases have fallen close to zero in immunised western populations. FOR Two doses of MMR gives 99 per cent protection against measles – the most serious of the diseases immunised against. Most doctors believe giving the three vaccines at once is a good idea.If given one at a time (three single vaccines followed by a booster for each), they have to be carefully spaced out. The fear is that many parents would fail to complete the course. Children could also be vulnerable to infection between inoculations. If more than 15 per cent of the population fail to vaccinate their children, measles epidemics could return to the UK. Government-commissioned study (published in the Lancet in 1999) investigated claims that MMR was linked to autism and bowel disease. It concluded there was no link.Another study commissioned by the Department of Health and published in January this year also gave MMR the all-clear. The scientific establishment remains convinced that MMR is the safest option. Professor Peter Lachman, President of the Academy of Medical Sciences, said: ‘Even if there are dangers, all the evidence suggests that the chances of something nasty happening to you as a result of not getting vaccinated are around 100 times greater than something nasty happening to you if you do. ‘ AGAINSTParents first voiced concerns over links between MMR and autism and the bowel condition Crohn's disease in the mid-1990s. There were several cases of healthy children developing these conditions after being given the vaccine. Increasing numbers of parents decided not to have their children vaccinated with the triple vaccine. They were supported by a handful of doctors happy to administer the vaccines in single doses. Dr Andrew Wakefiel d, a consultant gastroenterologist, drew national attention to a possible link between the illnesses and the MMR method of vaccination in a study in 1998.Dr Wakefield resigned from his post at the Royal Free and University College Medical School in North London earlier this month after being told his research did not ‘fit in' with the college's strategy. Dr Wakefield claims combining three live viruses in one injection could be dangerous. He has speculated that the MMR vaccine damages the bowel, releasing toxins that travel to the brain and trigger autism. He recommends children are vaccinated against mumps, measles and rubella one at a time.Paul Shattock, of the Autism Research Unit in Sheffield, who is carrying out a large- scale study of 5,000 autistic children in Britain, supports Dr Wake-field's findings. There is growing interest in his work in Canada and the U. S. where similar concerns about MMR have been raised. Statistics on autism seem to back up the suspicions of t hose opposed to the MMR vaccine. Some research suggests a ten-fold rise in cases in the past ten years. This corresponds to the introduction of MMR. http://www. dailymail. co. uk/health/article-89553/The-case-MMR-vaccine. html

Leadership Profile Essay

In the entertainment industry, football is America’s choice of sport. Not only does it drive fans crazy just watching it, but a game that brings really serious injuries to players but yet, generates billions of dollars during the season. Football consists of a team of talented, skilled individuals that display strength, power and speed to play the game. Without these traits, a player will certainly be a failure to the game and the team. It is a very rough form of entertainment that we all love to watch with our families and friends. It is rather ironic that although we do not promote players to hurt each other; in the game of football, we seem to send the opposite message that it’s alright to get hurt, nonetheless, a sport where players understand that in order to stand out amongst other players, the harder they exert effort into the game also increases their risk of sustaining unpredictable injuries. Hiring prospective players is not an easy task. It involves copious amount of time tracking, observing and careful scouting of candidates for consideration. National Football League (NFL) teams make decisions on drafting players from various colleges and consider questions like whether a candidate is willing to spend a number of years physically beat up and willingly put up with the severity of the game. Can they endure enough punishment for the love of the game? Recent hiring history has shown that hiring management has been an 82% failure due to poor interviewing tactics (Gallup’s Why Great Managers Are So Rare). Gallup considers great managers who motivate each employee who has a mission and a vision, an assertive character that drive outcomes and an ability to overcome resistance and adversity. They are very accountable and build relationships that have full transparency, open dialogue and trust. Lastly, their decisions are based not on politics but productivity. For a NFL team to be successful in the entertainment world, the team must have Core Values and Purpose. A prospective candidate for the team must be interviewed and asked if they agree with the company’s Core Purpose or Mission. This strategy will certainly tell if the candidate is a good fit for the team’s  culture. If they don’t (Core Purpose/Mission or Core Values), then they don’t possess a good long term fit for the team. According to the 3 Dimensions of Purpose by Brian Sooy, a Purpose declares intent. It provides perspectives and is strategic. The chart below, popularized by John Welsh from GE has created a method of evaluation for their employees seeking to have â€Å"A† players at GE. ( See chart below) This matrix, also referred to as a talent review can and may be a good tool for NFL managers to use in determining the best candidates for the team. Another form of selecting the best candidates is through the use of a system referred to as â€Å"Topgrading†, a system that reduces time reviewing candidates. This system not only increases professionalism, but sets up a website where applicants can answer questions and get the information about the candidate. References Harter, R. B. (2014, March 25). Why Great Managers Are So Rare. Retrieved July 5, 2014, from http://businessjournal. gallup.com/content/167975/why-great-managers-rare.aspx. Sooy, B. (2014, May 2). 3 Dimensions of Purpose. Retrieved July 5, 2014, from http;//smartblogs.com/leadership/2014/05/02/3-dimensions-of-purpose. (Wick, 2014) Wick, D. (2014, May 8). NFL Draft-Hiring the Right People-One Question. Retrieved July 5, 2014, from http://strategicdiscipline.positioningsystems.com/blog-0/bid/103386?NFL-Draft-Hiring-the-Right-People.

University of Wisconsin-Eau Claire Admissions

Are you interested in attending the University of Wisconsin-Eau Claire? They accept 78Â  percent of all applicants. See more about their admissions requirements. The University of Wisconsin in Eau Claire is a public university and member of the eleven comprehensive universities in the University of Wisconsin System. The city of Eau Claire is located in Western Wisconsin about an hour and a half from the Minneapolis/St. Paul metro region. The attractive 333-acre campus sits on the Chippewa River, and the region is well-known for its natural beauty. Undergraduates can choose from about 80 degree programs with nursing and business being two of the most popular majors. Academics are supported by a 22 to 1 student/faculty ratio and an average class size of 27. Student life is extremely active with over 250 student organizations including several fraternities and sororities. On the athletic front, the UW-Eau Claire Blugolds compete in the NCAA Division III Wisconsin Intercollegiate Athletic Conference (WIAC). The university fields ten mens and twelve womens intercollegiate sports. Admissions Data (2016) University of Wisconsin-Eau Claire Acceptance Rate: 78Â  percentTest Scores: 25th / 75th PercentileACT Composite: 22 / 26ACT English: 21 / 26ACT Math: 21 / 26ACT Writing: - / -What these ACT numbers meanCompare ACT scores for Wisconsin collegesCompare SAT scores for Wisconsin colleges Enrollment (2016) Total Enrollment: 10,747Â  (10,085 undergraduates)Gender Breakdown: 38Â  percent Male / 62 percent Female93Â  percent Full-time Costs (2016-17) Tuition and Fees: $8,812 (in-state); $16,385 (out-of-state)Books: $400Room and Board: $6,984Other Expenses: $3,704Total Cost: $19,900 (in-state); $27,473 (out-of-state) University of Wisconsin-Eau Claire Financial Aid (2015-16) Percentage of New Students Receiving Aid: 82Â  percentPercentage of New Students Receiving Types of AidGrants: 59Â  percentLoans: 61 percentAverage Amount of AidGrants: $3,406Loans: $7,296 Academic Programs Most Popular Majors: Accounting, Biology, Business Administration, Elementary Education, English, Finance, Kinesiology, Marketing, Mass Communication, Nursing, Psychology Retention and Graduation Rates First Year Student Retention (full-time students): 84Â  percent4-Year Graduation Rate: 30Â  percent6-Year Graduation Rate: 68Â  percent Intercollegiate Athletic Programs Mens Sports: Football, Tennis, Track and Field, Wrestling, Cross Country, Swimming, Ice Hockey, Golf, BasketballWomens Sports: Soccer, Softball, Tennis, Track and Field, Cross Country, Ice Hockey, Gymnastics, Swimming, Basketball, Golf Explore Other Wisconsin Colleges and Universities Beloit | Carroll | Lawrence | Marquette | MSOE | Northland | Ripon | St. Norbert | UW-Green Bay | UW-La Crosse | UW-Madison | UW-Milwaukee | UW-Oshkosh | UW-Parkside | UW-Platteville | UW-River Falls | UW-Stevens Point | UW-Stout | UW-Superior | UW-Whitewater | Wisconsin Lutheran If You Like UW - Eau Claire, You May Also Like These Schools University of Minnesota - Duluth: Profile | GPA-SAT-ACT GraphMinnesota State University - Mankato: ProfileWinona State University: ProfileNorthern Michigan University: ProfileUniversity of Minnesota - Twin Cities: Profile | GPA-SAT-ACT GraphUniversity of Iowa: Profile | GPA-SAT-ACT Graph University of Wisconsin-Eau Claire Mission Statement mission statement from http://www.uwec.edu/acadaff/policies/mission.htm We foster in one another creativity, critical insight, empathy, and intellectual courage, the hallmarks of a transformative liberal education and the foundation for active citizenship and lifelong inquiry. Data Source: National Center for Educational Statistics