The Leadership Of Paul. Megan Wygocki. Chst 4312 †N1.

The Leadership of Paul Megan Wygocki CHST 4312 – N1 29 Mar 2017 Worldly speaking multiple terms used to describe leaders do not always paint a beautiful picture. In every aspect of our modern culture, we have people that lead in a variety of roles, however without the fortitude that we see in those of biblical leaders. With words such as tyrant, overbearing, unfair to soft spoke, push over, or domineering leaders have rarely been praised instead the topic of gossip and news publications. In addition, countless times leaders are misunderstood, and at times lacking the skills needed to lead well. However, this is not the case when we begin to turn to the leaders of the Bible. Within the word, we meet people that lead with†¦show more content†¦Before leaving on his mission, he went to the high priest and asked for â€Å"their cooperation in the arrest of any followers of the Way he found there. He wanted to bring them—both men and women—back to Jerusalem in chains.† Even in his early years, Paul followed the rules and w e see this characteristic in him as a leader later in life. After his conversion on the road to Damascus, the light of Jesus transforms Paul’s life. From that moment forward, we see Paul begin to study the word, live with the rabbis, and partner with people that were spreading the gospel. Throughout Paul’s missionary journeys, we see the impact that this time of his life had on his work and relationships with other people. Overall, Paul’s years serving in the Roman Empire opened his eyes to the plight of the Christian people and softened him for the work the Lord had called him to do. Throughout the Pauline letters, we see the effectiveness of Paul’s leadership skills. Within the letters, he wrote and those others wrote about him, we see a leader that is encouraging and motivating. Praising the Lord through the good seasons and the bad, Paul shares the value he held for family and unity to

Eating Disorders and Image Essay - 1769 Words

Eating Disorders and Image As humans on this planet we often think about what others think about our appearance. We often, in this society, look at a person through their characteristics such as: looks, height, clarity of skin, and by how fat or thin one appears to be. In the article, The Diet Zone: A Dangerous Place, by Natascha Pocek, she states the fact that, in this society, we put a lot of emphasis on diets and appearing thin. From when we are children we tend to change our views according to the ways of man, and find ways to stay fit or to lose weight. With this constant loss of weight we tend to get into a hole of wanting to be thinner, and in my opinion that want leads to the attempts of so many girls developing some†¦show more content†¦Also, when a product says diet on it many people think it means that they can eat more, so then they do not lose any weight. There are thousands of people who feel they are fat. They believe they have to lose an abundance of weight in order to be apprec iated by others. These people go on crash diets and may even end up starving themselves or making themselves throw up. The people that make themselves throw up do so because they feel that when they eat, if the food stays inside their body, they will become fat, so they throw up what they eat or a majority of their intake. Eating disorders and dieting happen due to the image that people feel they have to fulfill. Ideas of dieting are received through what some see on television, and also by the people they see getting along with well with others. This goes according to what Pocek states, in paragraph 7, about the products that we see in a supermarket that have diet written all over them in nearly every isle. She is saying that these products advertise good results when in reality they are an extremely unhealthy way for people to lose weight. The struggle comes from within, telling the person that they are not good enough and that they have to try harder if they want people t o like them in the way that they want to be liked. We, as people living in the United States, become very self-conscious and people pleasers.Show MoreRelatedBody Image And Eating Disorders1375 Words   |  6 PagesBody Image and Eating Disorders Females and males are both under pressure to conform to societies idea of beauty. Women feel pressure to be thin, big chested, while men feel the urge to be lean and muscular. Society portrays these images of thinness and muscularity through media, magazines, and even toys. These images can have an impact on peoples body images, which can lead to eating disorders such as Anorexia nervosa and Bulimia nervosa. Body Image is the way you see your body, and how you feelRead MoreEating Disorders And The Body Image1573 Words   |  7 Pagesmaintain a perfect physical body image in hopes of receiving approval, love, and happiness. The need to maintain this perfect image is supported by society and the media with a mirage of messages that you can be happy if you obtain this perfect image. Society s ideals of what the human body should look like have caused numerous people to develop abnormal eating patterns in a contempt to conform and seek society s approval of their body image. An eating disorder is an ailment that causes severeRead MoreEating Disorders And Body Image Essay1115 Words   |  5 PagesKarlye Weber AMST 3723 Dr. Carreiro 15 November 2016 Typically when covering the topic of eating disorders and body image dissatisfaction athletes and young women are the center of research and are stereotyped to be the only groups of people who suffer from self-image issues. In â€Å"The Hidden Faces of Eating Disorders and Body Image,† authors Justine Reels and Katherine Beals look to breakdown the stereotypes and dig deeper into the issues that cross over the borders of ethnicity, age and genderRead MoreBody Image And Eating Disorders Essay1531 Words   |  7 Pagesexpectation, and yet our young women are expected to emulate this image. The result of such pressures can prove to be too much to handle and young women often resort to pathogenic dieting and experience body image and eating disorders. The increase in mental health disorders associated with body image in teen girls attributed to the unrealistic standards set in magazines targeted toward young women, therefore magazines need to use images that reflect the realitie s of the target audience and should notRead MoreEating Disorders And Body Image1613 Words   |  7 Pages Eating disorders and body image Cenia Xu Father Michael Mcgivney Catholic Academy Effects of Eating disorders have on teenagers Every day, teenagers are surrounded by different messages from different sources that impact the way they feel about the way they look. For some, poor body image is a sign of a serious problem: an eating disorder. Eating disorders are not just about food.The eating disorders containRead MoreEating Disorders, Body Image Gender Essay1721 Words   |  7 PagesRIGHTS (HE6) ASSIGNMENT EATING DISORDERS, BODY IMAGE GENDER Submitted to: Dr. Sivakami Muthusamy Centre for Health and Social Sciences School of Health Systems Studies, TISS, Mumbai. Submitted by: Pallavi Muraleedharan Enrollment Number: M2015HE018 Master of Health Administration (2015-17) Tata Institute of Social Sciences, Mumbai Date: 16/08/2016 INTRODUCTION Eating disorders, body image and gender remain as a very complex interlinked web. Eating disorders affect people from all demographicsRead MoreEating Disorders And Body Image Issues1655 Words   |  7 PagesEating disorders: noun. A group of psychological ailments characterized by intense fear of becoming obese, distorted body image, and prolonged food refusal (anorexia nervosa) and/or binge eating followed by purging through induced vomiting, heavy exercise, or use of laxatives (bulimia nervosa).These ailments are not pretty. In this society, where only the fit and thin bodies are accepted and appreciated, eating disorders are more common than they should be. Children, starting at a young age, seeRead MoreEating Disorders and Negative Body Images662 Words   |  3 Pagesfaced with eating disorders and negative body images everywhere they go. Celebrities promote unrealistic standards and display what the â€Å"acceptable† body is. Because of our stick thin role models we hav e in the media today much of our society holds their own body image to the unobtainable standards of celebrities. People are bombarded with images of what’s â€Å"sexy† instead of what’s healthy (Helmich). In a world based around celebrities and media, shouldn’t they be promoting a healthy body image insteadRead MoreEating Disorders And Body Image Issues2801 Words   |  12 PagesIntroduction Eating disorders (ED) and body image issues are increasingly becoming more and more common among women in Western societies (Stice, 2002). Over the past couple years the prevalence of bulimia nervosa (BN) and has steadily increased, 3 out of 100 women that are now diagnosed with the disorder (Botta, 1999; Hesse-Biber et. al, 2006). This brings into question wether it is in fact BN that is increasing, our awareness or the rising numbers of other comorbid disorders in Western societiesRead MoreBody Image, Eating Disorders and Advertising3063 Words   |  13 PagesBody Image, Eating Disorders and Advertising Body Image, Eating Disorders and Advertising We have all heard, â€Å"you are what you eat†; however, and maybe more importantly, you want to be what you watch or read. How does today’s advertising impact on your body image? The shaping of our concept of the ideal body image begins at a young age and continues though adulthood. It begins with our toys; that first Barbie you received on your sixth birthday; the one with the long blond flowing hair

Business Strategy Evaluation free essay sample

Its fight to survive in the early 1990s saw the airline restyle itself to become Europe’s first low fares, no frills carrier†¦The new formula effected a turnaround in the fortunes of the company, and by 1997, the company was floated in an IPO on the Dublin Stock Exchange and on Nasdaq†¦In 2002, the company was admitted to the Nasdaq-100† (Johnson et al. , 2005, p. 834). 1. 0 Introduction When you hear the name Ryan Air two things come to mind: the no-frills airline and its flamboyant CEO, Michael O’Leary. The story of rise and glory of Ryan Air is also the story of rise and glory of its CEO. How did Michael O’Leary transform Ryan Air, a loss-making airline to a profitable and Europe’s largest low fare airline? This report will try to answer this question. More importantly it will also analyse in detail what strategy Michael O’Leary applied to achieve this great feat. We will write a custom essay sample on Business Strategy Evaluation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Critical evaluation of the strategy Ryan Air applied will highlight the strategy paradigm it followed based on the strategic models of Porter’s five forces. It also aims to investigate the internal environment (strengths and weaknesses) and external environment (opportunities and threats) of Ryanair in the 21st century. This report will also take us through the challenges aviation as a whole faces in the 21st century and Ryan Air in particular as it learns from the challenges it faced and success it had through it’s competitive advantages. This report concludes with some observations on strategies Ryan Air developed and applied, and the future course of action it will probably follow to maintain its winning ways. Ryan Air will hereafter be referred to in one word ‘Ryanair’ as it is the more common usage in the public domain. 1. 1 Airline Industry: Two Major Trends A ‘full-service’ airline like British Airways (BA) or Aer Lingus is designed to serve passengers from almost any place, that is, point A to any destination, that is, point B. They employ a ‘hub-and-spoke’ system centred on major strategically positioned airports and/or countries to reach many as well as distant destinations and serve passengers with connecting flights. They attract passengers who desire more comfort by serving them with first-class or business-class service. They treat such passengers with a wide variety of facilities at air-ports and on onboard to ensure their comfort and interests. At air-ports they accommodate them in luxury lounges and onboard they treat them with in-flight entertainments. They also assist their passengers with flight connections and baggage transfer facilities. Full-service airlines serve in-flight meals to their passengers as most of these flights involve long distance travel covering many hours. Passengers who travel in First-class and Business-class pay high amount for their tickets in comparison to those travelling in other classes. These passengers are often called as Economy-class passengers. They, however, get services mentioned above but of a lesser degree/choice and comfort. Full-service airlines have routes and destinations that are long as well as short and sometimes with multiple points in a single journey known as stop-over. British Airways, for example may fly to Beijing with a stop-over in Mumbai or Hong Kong. No-frills airlines, in contrast, tailor all its activities to deliver low-cost, convenient service on its particular type of route. Their fast turnarounds enable them to keep aircrafts flying for longer hours than full-service airlines and enhance frequent departure plans with fewer aircrafts. They do not offer meals, assigned seats, interline baggage checking, or premium classes of service. They more often than not engage in e-ticketing which helps them bypass travel agents and hence save commissions to them and other administrative costs of staff and documenting, etc. No-frills airlines purchase fleets of aircrafts that are standard size and custom made for their short-haul journeys with little extras other than the basics required for safety and security enabling them to benefit a huge cut in price unit of aircraft procured. No-frills airlines’ strategy is to attract customers/passengers by providing them alternative travel facilities to what is provided by full-service airlines at a low cost and make profit for them by removing carefully extra expenses and by maximum use of aircrafts and services at their disposal. Ryanair is a no-frills low fare airline in its most accomplished form. 2. 0 Ryanair-The â€Å"Southwest† of European Airlines 2. 1 History Ryanair was founded in 1985(www. ryanair. com) as an alternative to the existing carrier Aer Lingus especially to serve Irish migrants who are in the British Isles. It was launched as a full-service conventional airline (Johnson et al. , 2005, p. 834). When it struggled to make profit transformation and new strategic approach became a necessity to survive. Change and new strategic positioning were introduced. It followed the example of the Southwest airline of Texas, USA. â€Å"Southwest Airlines Company, for example, offers short-haul, low-cost, point-to-point service between midsize cities and secondary airports in large cities. Southwest avoids large airports and does not fly great distances. Its customers include business travellers, families and students. . Southwest’s frequent departures and low fares attract price-sensitive customers who otherwise would travel by bus or car, and convenience-oriented travellers who would choose a full-service airline on other routes† (Susan 2002, p. 77). 3. 1 Strategic Positioning Strategy, according to Chandler is (Chandler, 1962 cited in Segal-Horn Susan 2002, p. 11) 2the determination of the basic long-term goals and objectives of an enterprise and the adoption of courses of action and the allocation of resources necessary for those goals. Ryanair, in the face of failure, took a new course of action. It survived and grew in its sector in spite of problems. 3. 2 Ryanair’s Objective Ryanair’s objective is to firmly establish itself as Europe’s leading Low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies in order to make profit, for true strategy â€Å"is the direction and scope of an rganization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations† (Johnson et al. , 2005, p. 9). Ryanair, with its new beginning in the 1990s as Europe’s first low fare airline initiated a multidimensional marketing strategy to face off stiff competition it had from other airlines. In 1997, Ryanair gained competitive position in the airline market as it overtook Aer Lingus as the number one carrier on flights between the Republic of Ireland and the UK (Johnson et al. , 2005, p. 35). Time factor was used as a strategy as it maintained its position as the most punctual airline between Dublin and London. Because of innovations and new strategies Ryanair, (according to www. ryanair. com) has become the third largest airline in Europe in terms of passenger numbers and by 2005 it had 600 scheduled short-haul flights per day serving 107 locations throughout Europe, including 24 in the U. K. served by a fleet of 90 aircrafts most of them Boeing 737-200 and 800 (http://sec. edgar-online. com-Ryanair) Ryanair Passenger Growth in Millions (www. ryanair. com) 3. 3 Critical Success Factors In order to position itself in the market and continue to grow Ryanair drew up a passenger charter in 2003(Johnson et al. , 2005, pp. 838-839) among the key factors highlighted lowest fare was a priority. Michael O’Leary took it up as a challenge. At the same time they concentrated on making profits. They aimed at having point-to-point short-haul flights (The goal of Ryan air is to meet the needs of travelling at the lowest price. The Critical success factors (CSF) Ryanair followed are: the lowest prices, reliability, comfort and service, and frequency. 4. 0 Porter’s Principles and Ryanair 4. Cost Reduction Strategy Ryanair’s low fares are designed to stimulate demand. Like all low-fare airlines Ryanair kept its price low targeting fare-conscious leisure and business travellers who might otherwise have used alternative forms of transportation or would not have travelled at all. According to Michael O’Leary (Johnson et al. , 2005, pp. 843) â€Å"Any fool c an sell low airfares and lose money. The difficult bit is to sell the lowest airfares and make profits†. To achieve its goal of having competitive positioning the airline market, Ryanair uses a cost reduction strategy. Cost reduction strategy relies on five main aspects like fleet commonality, contracting out services, airport charges and route policies (judiciously chose secondary regional airports, made special deals), managed staff costs and productivity (modest salary but performance related pay structure/incentives) and managed marketing costs (Johnson et al. , 2005). Ryanair used its website to its fullness for advertisement, even the aircrafts it flew were used for promotional purposes. Television, print media are some other mediums used for promoting Ryanair. 4. 2. Five different generic Strategies (Porter Five Forces) Ryanair practised the generic competitive strategies proposed by Porter (1980). The best applied among them are cost leadership and differentiation. â€Å"The three generic strategies differ in dimensions other than the functional differences†¦. also imply differing organizational arrangements, control procedures, and inventive systems†¦. , sustained commitment to one of the strategies as the primary target is usually necessary to achieve success† (Porter, 1980, p. 40). Ryanair applied Porter’s Generic Strategy to position itself in the market place. According to Porters, a company positions itself by leveraging its strengths. Organization use generic strategies to competitively and effectively adapt to the situation in the marketplace to enhance their competitiveness. Cost leadership, differentiation, focused cost leadership, integrated cost leadership/differentiation help the company to establish and obtain competitive advantage within a particular competitive scope. By applying these strategies three generic strategies resulted: cost leadership, differentiation, and focus (Johnson et al, 2008). The strategies used by the company include cost leadership, differentiation strategy and focused differentiation 4. 2. i Cost leadership According to Porter (1980, pp. 35-36), â€Å"Having a low cost position yields the firm above-average returns in its industry despite the presence of strong competitive forces. Its cost position gives the firm a defence against rivalry from competitors†¦A low cost position defends the firm against powerful buyers because buyers can exert power only to drive down prices to the level of the next most efficient competitor†. Ryanair always targeted to apply the lowest fare and even match competitor’s special offers (Johnson et al. , 2008, p. 839). This low price strategy kept its main rivals like easyJet at arms length. 4. 2. ii Differentiation Differentiation is based upon persuading customers that a product is superior to that offered by competitors. Differentiation guards against other competitors because of brand loyalty (Porter, 1980). Most of the low-fare airlines take great initiative to pay attention to the price factor and forget the other two. Ryanair showed their differentiation by equally emphasizing all three elements. Ryanair eliminated extras such as in-flight meals, advanced seat assignment, free drinks and other services. It still prioritises features which remain important to its target market such features include frequent departures, advance reservations, baggage handling and on-time services. 4. 2. iii Focus-differentiation Through focus-differentiation strategy Ryanair aimed at a segment of the market and targeted it with consistency. Again the risk included is imitation by competitors and changes in the target segments, i. e. area or people in the case of Ryanair. Ryanair utilized all three generic strategies. First they offered the lowest fare than their competitors; it also became focused by targeting a narrow segment which included Irish and UK business people or travellers who could not afford to fly major airlines frequently. The main goal was to stimulate demand by offering no-frills service with low fare. As passenger got attracted it took big market share and became leader by offering lowest fare in the market. This strategy was more prominent when Ryanair expanded to Continental Europe. Low fare and no-frills strategy helped it survive in the industry and repositioned itself as a low cost airline. Ryanair did not, as per Porter’s definitions, define its strategies distinctively in the first place. That was because it was the only player in the market. But when the niche market got saturated and competitors invaded the market it fought hard clearly establishing its strategic position by identifying itself. Initially it was trying to mix both focus and cost but soon it was forced to concentrate on one generic strategy as Porter himself recommends, â€Å"The three generic strategies differ in dimensions other than the functional differences†¦. lso imply differing organizational arrangements, control procedures, and inventive systems†¦. , sustained commitment to one of the strategies as the primary target is usually necessary to achieve success† (Porter, 1980, p. 40). Ryanair finally concentrated ruthlessly on cost leadership. This was a success and by 1997, Ryanair was floated on the Dublin Stock Exchange and on NASDAQ (Johnson et al. , 2008, p. 834). 4. 3 Expansion Strategy: Another factor that was paid attention was expansion of its routes to position itself in the market place. Under this strategy it acquired Buzz in February 26, 2003. Took advantage of its 11 routes and service of pilots, and made it the largest airline based in Stansted airport. In 2003 alone it opened up 73 new routes and carried over 2 million passengers in one month (July) a record at that time. The company’s website enabled it to position itself in the global market. 5. Strategic Options Strategic Positions 5. 1 Strategic Options-TQM The case study on Ryanair (Johnson et al. , 2008, pp. 832-852) highlights problems and issues faced by the airline despite strategies. One of the problems was handling customers, that is, target market. Another problem was assuring quality services. To solve this company had to adopt Total quality management (TQM). Competition in aviation industry is challenging and brisk and companies seek for strategic options that can be used to satisfy internal and external customers. TQM through its extensive strategic management procedures would keep them in the competitive business world. Customers will be satisfied and the company will maintain and expand its market share. The Total Quality Management system is customer-oriented. Hence the airline operations must be developed in order to steadily deal with the improvement of their operation through the ongoing participation of all employees in problem solving across the functional and hierarchical boundaries. To apply TQM in its fullness and bring out the desired result Ryan air management of the airline must fully accept the whole concept of the improvement, which means that all the people of the airline company must agree that there is a need for a total transformation especially for the quality of operations and services that are offered. Customer satisfaction should be the driving force and criteria for TQM and Managers who apply it. 5. 2 Strategic Positions Most of the time there is misleading perceptions regarding Strategic positions (Susan, 2002). The root of the problem emanates from the failure to distinguish between Operational Effectiveness and Strategy. According to Porter (Susan, 2002, p. 74) â€Å"Operational effectiveness(OE) means performing similar activities better than rivals perform them†¦strategic positioning means performing different activities from rivals’ or performing similar activities in different ways†. Operational effectiveness, and therefore, customer satisfaction can be achieved by programmes such as TQM. Ryanair had operational effectiveness in fine tuning their performances in many ways including TQM. However these measures alone would not bring superiority over competitors. The most common reason is imitation by competitors. â€Å"Competitors can quickly imitate management techniques, new technologies, input improvements, and superior ways of meeting customers’ needs. The most generic solutions- those that can be used in multiple settings- diffuse the fastest† (Susan, 2002, p. 6). Moreover, operational effectiveness if done without due diligence can make rivals look alike. â€Å"The more benchmarking companies do, the more they look alike. The more that rivals outsource activities to efficient third parties (often the same ones), the more generic those activities become. As rivals imitate one another’s improvements in quality, cycle times, or supplier par tnerships, strategies converge and competition becomes a series of races down identical paths that no one can win† (Susan, 2002, p. 7). Ryanair positioned itself differently from other airlines by being no-frill and low-fare airline and it strategically positioned itself from other no-frills airlines by its unique ways of operating. Lowest price, than anybody else than what others could pay, for example was one of such activity. 5. 3 Competitive Strategy â€Å"Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value†, says Porter (Susan, 2002, p. 77). Ryanair, for example, offers short-haul, point-to-point service, from secondary and regional airports connecting second class cities, which helps it reduce operational costs and save time as these airports are less congested, turnaround becomes quick and it enhances higher rates of on-time departures (Johnson et al. , 2005, p. 844). One interesting aspect of business models is how difficult it is for others to imitate them. Many airlines have tried to emulate Ryanairs low cost approach. Most of their attempts have not fared well. Copying the Ryanair model apparently creates too many conflicts with the airlines established business model. Cost leadership and Cost differentiation gave Ryanair very high advantage over others. Being the leader in the market also kept them always ahead of others. 5. 4 Competitive Advantage One of the major investment costs for airlines is aircraft procurement and their maintenance. Ryanair effectively managed it by restricting itself to one main make of aircraft, Boeing and model 737-200 and 737-800, two variants of it. Their resources were used in a focused way as they could save expenses by reducing the number of engineers and other skilled workers, including pilots. By contracting out services of aircrafts to third parties they concentrated on their main service area: serving passengers. At the same time they retained quality of services and maintenance of aircrafts by keeping trained engineers at sensitive stages of this process. Ryanair was the first European low-fare airline. Being first in had the advantage of leading the way and opportunity to be first in all strategies that go with it. According to Jay Barney (De Wit and Meyer, 2004, p. 286), â€Å"A firm is said to have competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors†. Being the oldest low-cost carrier in Europe, Ryanair had some advantages over its competitors. For one thing, it had the advantage of experience, and secondly, its brand enjoyed good recognition. However, after the deregulation of air travel in Europe in the late 1990s, a number of start-up airlines came up in the low-cost market. Notable among the competitors was easyJet, the discount airline set up in 1995 by Greek shipping magnate, Stelios Haji-Iaonnou. easyJet was based in Londons Luton airport and competed on some of the same routes as Ryanair (Gerry Johnson et al. , 2005, pp. 849). In 2002, with the takeover of Go, easyJet beat Ryanair to the top position as the biggest low-cost airline in Europe. OLeary declared that Ryanair would soon bounce back to reclaim its number one position. Although Ryanair and easyJet both operated in the low-cost segment and had similar operational models, there were some inherent differences between the two airlines. Besides, Ryanair made a major portion of its profits by flying to secondary airports which were a long distance away from the main cities while easyJets operated from major cities and prime airports which made operational costs very high for them. 5. 5 Strategic Capability In order to increase its market share and profit Ryan air in 2003 acquired Buzz, the loss-making subsidiary of KLM. The acquisition helped in many ways; increased its service routes, it got a high volume of passengers, more significantly Ryanair had more pilots as a result of this acquisition. It took away a potential competitor from the market enabling it to consolidate more in its service and make more profit. At the time of the purchase deal Buzz was going through a rough patch in its operations and as a result Ryanair got it almost for nothing (Johnson et al. , 2005, pp. 840). Ryanair had a robust aircraft procurement policy. First of all it had taken the bold decision to stick to one type of aircraft, Boeing 737. As Ryanair ordered high volume of aircrafts it was in an advantageous position to bargain with manufacturers and bring down the cost per unit of aircraft. It bought most of its planes in the years that followed the 9/11 disaster when airline industry was in total decline and manufacturers were struggling to sell planes. Ryanair took full advantage of the windfall. As a result of this massive acquisition Ryanair was left with a large fleet of modern and new aircrafts. Most of them were always operationally ready. Maintenance cost was at its minimum and it will continue to be like that for many more years. Operational cost per passenger came down dramatically enabling it to make huge profits. Other competitors who on the other hand had a fleet of mixed aircrafts had lot of costs. EasyJet, for example, had to spend a lot more to train its pilots for its aircrafts various types and making. Ryanair controlled its promotional and advertising costs to very minimum. It used its website, newspapers and televisions for advertising. Even the externals of aircrafts were used for advertising purposes. In January 2000, Ryanair launched its www. ryanair. com website. Money which was spent on office staff and agents’ commission were saved. Ryanair did 95 percent of its bookings through its website saving millions of pounds for the company (Johnson et al. 2005, pp. 845). 6. 0 Conclusion Ryanair has made a big turnaround after its re-launch as no-frills airline. Since then it has made profit upon profit and gave good customer service to passengers. (www. ryaniair. com) It is known for its on-time departure records as well as maximum use of flying hours per aircraft. All these factors brought in good dividend to the company and its stakeholders. In spite of all these, Ryanair had faced challenges in the last ten years. Especially in 2004 it had lost it stock market value (Johnson et al. , 2005, pp. 832-834). It lost too many court cases and a huge amount was paid as fine and compensation after losing court battles and paying up grieving customers. Ryanair came often into conflict with European Union (Johnson et al 2005, pp. 834). Its efforts to buy archrival Aer Lingus was rebuked; Ryanair’s most successful and high profile CEO, who is praised in most quarters of airline industry for his extraordinary achievement, is the talking point in the corridors of power for not so praiseworthy reasons. He is made a public debate, becoming at the same â€Å"arrogant pig† and â€Å"messiah† (Johnson et al. 2005, pp. 852). A commendable job done is marred by the way The CEO comes across in the public. Observations Ryanair is strategically positioned to continue to grow and make profits. However, macroenvirornmental situations may slow down this upward growth. Strategies which will bring in more synergies such as reducing number of flights from locations where seat filling is less by better coordination and consolidation of external and extra activities will help in this sluggish time. An important concern for the whole airline industry at the moment is the rising price of fuel. A price hike which does not show any end in sight has been set off by issues that are beyond the sphere of the industry. Ryanair has to become more customer friendly and environmentally responsible airline. It needs to draw up yet another strategic plan for the future where sustainable management and sustainable strategy can be put into operation. Ryanair needs a â€Å"sustainable strategic management (SSM)†¦strategic management process that are economically competitive, socially responsible, and in balance with the cycles of nature† (Stead and Stead, 2006, p. 36). Given the complexity of today’s business environment, it is imperative for strategic managers to develop environmental scanning cultures within their organizations. Determining environmental opportunities and threats should result from the collective wisdom of the firm’s stakeholders. Successful sustainable strategic management requires that opportunities and threats be identified, and it requires that they be analyzed in terms of the underlying assumptions on which they are based†.

Rebuttal Essay Example

Rebuttal Essay I understand that people are entitled their opinions and beliefs. Megan Patella made the choice of aborting her pregnancy after she and her husband was told that their son would have severer medical issues. I have four children, ranging from twenty-two to nine. My nine year-old is autistic and needs constant attention. I cannot and begin to understand why one would want to kill a life for any reason. Megan and her husband, according to the article were trying to conceive a child late in adulthood. Not until they got the result from the genetics doctor that their son would have a chromosomal disorder and would present a series of major physical and emotional challenges and possible surgeries down the road (Patella, 2103). I highlighted possible because even right here there was that uncertainty of the test result. Megan stated that her and her husband felt that they were dealt a bum hand with this conception. No one dealt them anything they were trying to conceive a hill. We will write a custom essay sample on Rebuttal specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Rebuttal specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Rebuttal specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Life in itself is a miracle, which according to Florida vital statistic there were 237,166 births in 2006. Then to get the readers to be passionate about her cause she states the doctor put her and her husband out into the parking lot thro. She leads the reader to believe that this was there only exit because they ask about aborting there son. Not only did Megan go through with the abortion she did so in an unlawful manner. Florida law prohibits that termination off pregnancy in the second or third trimester without the consult of a second physician (INSTITUTE, 2013). Megan stated in her article that Florida law prohibits abortion after 24 weeks. According to Stomacher Institute, State of Later Abortions the state of Georgia has some relax laws when it comes to abortions. This is why Megan and her husband drove to another city possible out of state to Georgia. Laws were not meant to be broken. This was a true homicide, killing an unborn child in the manner in which they did should be outlawed. Then there was the complication that resulted in hospitalizing. To me this is Just karma; they terminated something that was given o them by God. Megan stated that she did a lot of research to find a doctor that would perform abortion surfing the internet. Megan references the Stomacher Institute, which is a web site that is put into place to enhance public awareness on sexual and reproduction health worldwide. Stomacher Institute is a non-based university that has received many prestigious awards. Megan used a valid source to gain here information in her article. In the State of Later Abortion article on the Stomacher website it identifies by state what laws prevail over abortions? Megan is heeds a different light on the subject. With her Journalism skills, Megan strategically placed small innuendos throughout her article to gain compassion from the readers. First Megan stated the doctor lead her to a door that opened in a parking lot. Without knowing the building I am sure that was the same door she came into. Second Megan stated that the doctor was not cordial when he entered the room, and how the procedure room looked. This statement could be true however it once again allows the reader to feel sorry for situation. Thirdly, Megan painted a grim picture of he entire process from start to finish.