The role of advanced practice in nursing Essay Example | Topics and Well Written Essays - 2000 words

The role of advanced practice in nursing - Essay Example Scholarly articles shall be utilized in order to attain a comprehensive discussion of this subject matter. Personal nursing experiences shall also be integrated into this paper in order to help substantiate the discussion. This paper is being undertaken in order to undertake a thorough evaluation of advanced practice nurse and its crucial role in the health care practice. Advanced practice nurses are defined or described in a variety of ways. The Nursing Scope and Standards of Nursing define advanced practice nurses as those â€Å"having advanced specialized clinical knowledge and skills through master’s or doctoral education that prepares for specialization, expansion, and advancement of practice† (as cited by Jansen & Zwygart-Stauffacher, 2010, p. 5). In this case, specializing refers to the act of concentrating or focusing one’s practice into a part of the greater nursing practice. Specializing in maternal and child care may be one of the areas of advanced practice nursing. It is focused on the care given to the pregnant mother, and subsequently her delivery and child care. It focuses on what the mother and child evidently needs and how the nurse can alleviate such needs. Advanced nursing practice includes the expansion of skills and knowledge – beyond that which is normally covered by nursing practice, sometimes even overlapping the usual boundaries of medical practice (Jansen & Zwygart-Stauffacher, 2010). In the practical setting, this may include the advancement of nursing practice into radiology or diagnostics. Traditionally, the reading and interpreting laboratory and radiography results was the province of radiologists and diagnosticians; but now, some fields of advanced practice nursing now include radiology nursing and diagnostics. This strongly represents the advances in the nursing practice, where the nursing care has gone beyond independent

Jerusalem Movie Review Example | Topics and Well Written Essays - 1750 words - 2

Jerusalem - Movie Review Example Understanding the significance of the history of Jerusalem also creates a deeper understanding of the rooted conflicts and beliefs in religion that are a part of Israel today. The main concept which Jennings approaches when looking at Jerusalem is to identify the 4000 years of history that have been identified through the area. The approach which is taken comes in three segments, each which have an exclusive interview with a Christian, Jewish and Muslim family living in Jerusalem. As Jennings’ traces their history, there is a deeper sense of what has occurred during this time frame through the interviews. More important, there is the ability to create a deeper sense of how religion has affected the region, families and those that hold to specific beliefs in Jerusalem. The facts that Jennings’ provides are brief because of the context and main concept of the news story. The division of stories into 15 minute segments as well as the brief ideologies that are stated before these show a different understanding of the history. However, this is limited to the interviews as well as the main ideologies linked to one aspect of the religion. While the viewer is able to have a brief overview, the inability to tap into 4000 years of history with all the factual information leaves several gaps for those that are interested in the portrayal of Jerusalem. This also limits the historical components that are a part of the series, specifically by identifying one part of Jerusalem through exclusive interviews and brief concepts associated with the building of different religions in the holy land. While there is only a brief overview of what has occurred, there is a balance with the different religions. The report includes different backgrounds and practices that are within Jerusalem. For instance, when speaking with the Muslim family, there is history that is traced back for eight centuries. The generations which are traced back link

Event Essay Example | Topics and Well Written Essays - 750 words - 1

Event - Essay Example It has a homophonic composition and its sort is a suite. There is a wide mixed bag of instruments (aerophones, chordophones, and membranophones) utilized as a part of this piece. Around the wind instruments (woodwinds and metal) heard were bassoon, oboe, French horn, and trumpet. The strings played incorporated the violin, viola, cello, and twofold bass. At last, the percussion instrument utilized for this piece was the timpani. This development is broken down into four areas by rhythm: Adagio, Allegro, Lentement, and Allegro. The Adagio segment starts with a moderate presentation at a mezzoforte dynamic. This area is in a real enter and set in fourfold meter. It has a wide extend and a rising song. There are short rhythms and the area develops in a crescendo. The clamor and vitality of this area holds the consideration of the audience and makes a pleased and happy mind-set. Schuberts Symphony No. 8 in B minor was formed throughout the Romantic period. The instruments heard incorporate the trombone, woodwind, oboe, bassoon—parts of the aerophone family—and in addition the violin, viola, cello, and twofold bass—all chordophones. This piece has a general homophonic composition. The classification is an orchestra, which is separated into two developments: Allegro moderato and Andante con motto. The Allegro moderato takes after sonata-allegro structure. There are two subjects introduced, and the development is in triple meter in a minor key. It starts at a delicate (piano) element level and develops in a crescendo. It is for the most part conjunct with a thin go that in the long run ventures into a wide run. The delicate quality opening makes a sensational air loaded with feeling. This development delineates a restatement the restatement of subjects, since the principle two topics repeat all around the piece. Joseph Haydns Symphony No. 94 in G significant ("Surprise") was made throughout the Classical period. It

Selling a product Essay Example for Free

Selling a product Essay The slogan is all part of the brand package for the meddeteranian cruise advert, and it combines with the images created with the use of the swan and Helen of Troy: Discoveries of a Lifetime; the elegent tone and formal vocabulary used combine with the images of the swan and Helen; there is dignity in the seriousness in the vocabulary, but it also insites a sense of adventure and excitement which would make a potential buyer keen to go on a cruise and see the amazing discoveries; it also conveys the uniqueness of the experiences you will have on a Swan Hellenic cruise. It makes the expereinces you will have on a Swan Hellenic cruise seem special, as well as unique, and makes it seem as if that if you turn down the chance to go on a cruise, you will never have the chance again. Once again, however, the Scottish Highlands advert lacks a concrete slogan. Because it doesnt promote any perticular company, and only a product (the Highlands themselves), there is no company slogan to use; really, it has more of a tag; the visitscotland web address; the advert is used to draw people in with its imagery before directing the reader to a resource for more information, rather than selling a product directly to the reader. The most striking contrast between the two adverts is the use of text and tone. The cruise advert uses a personal tone in the style of a postcard (together with a font which looks as if it is handwritten) to give the advert the style ofa one on one conversation between the reader and a friend; the personal style makes the dvert seem as if it has been purposefuly created for the reader and thus makes it seem more relevent to them. The description of the area is also personal rather than it shines like a beacon in the sun, which would be used ina formal desprition, the phrase it shone like a beacon in the sun is used to give the text the feeling of it being a persons despription, enhancing the personal feel. The text is of a relevent size to make it seem legitimately handwritten (and is spaced to achieve the same effect), but it is hugh up enough on the pafge for the glorious, sprawling and idyllic medeterranian scene to be seen in full. The use of we in the opening paragraph affirms the audience the product is aimed at; couples or groups, and also suggestes a shared experience, which the whole party enjoyed; the use of the phrase never knew existed not only enforces the uniqueness of the cruises but also suggest that you will learn and be entralled in the process by going on the cruise. The text reffering to the monks being hoisted up in a basket gives the text even more of a personal feel because it comes accros as a private joke; the final use of humour does what the phrase about the monks does and also makes the reader laugh, hopng to usethe humour to help them remember the advert. The body of text underneath the picture is used to push the cruises themselves. Within the first sentence, you have all the positives of a Swan Hellenic cruise laid out for you with a rheotorical question on the end to make you think about them all; the text also speaks directly to the target audience (couples or groups who want to get away from modern life) with the promise of places off the beaten track and also promises once again that you will learn whilst on the cruise. Having considered the rheotoricalquestion, the reader is confronted with still more of the cruises virtues Havinggiven the reader all the virtues of a cruise with Swan Hellenic in the firsttwo sentances, the text then details how to obtain them all in a plethora of ways, all guaranteed to be easy, quick, effective and hair-tearing free; the use of the phrase friendly team are waiting to assist you conjures up an office full of happy people who will wait for a time convinient to you to assist you in choosing a perfect holiday; another virtue, and only in the third sentence.  Where as the Swan Helenic advert uses an extensive amount of text, the Scottish Highlands advert uses short, snappy and witty (slightly sarcastic) phrases to give it a chic, modern air. The text stands out because of its position on the page and the sentences lead sraight on into each other. The other body of text is small and secreted away so as not to detract from the all-important picture; the phrase make your own entertainment makes use of innuendo and gives a certain allure to coming to the coming to the Scottish Highlands; the useof aquestion directly followed by an answer (Want to come? Go online.) points a reader where to go without giving him or her time to think; its almost s if he or she as nochoice. Those last two sentences are also short and snappy, as is the tag visitscotland.com, which is is easy to remember andstresses that you shoud visit Scotland; the use of an incomplete andshort address rather than a longwinded one also keeps up the modern theme (by missing off the http:// and www. sections of the website address and using something catchy like visitscotland.com and not something like uktourism.co.uk/scotland/highlands/visit_scotland.html the shot and snappy nature of the text is kept going and it is also a stylish ddress.). In conclusion, this study has shown how two adverts selling he same product (holidays) and aimed at a simmilar demographic (high-earning Times readers) can be vastly different. Whilst the Swan Hellenic advert relies on showcasing and using a built up image of the Medetteranian and the reputation of PO cruises the Scottish Highlands advert tries relentlessly to dispelpreconceptions about the Scottish Highlands through the use of modern colours, the internet, short, snappy phrases and a modern sense of humour. In my opinion, the Swan Hellenic is more successful becauseit has a built up image to rely on and fall back on and so the product is easier to sell throgh visual showcasing and the use of language techniques (,etaphor in like a beacon in the sun rheotorical questions), and the conotations of the swan and Helen of Troy to sell its product.

Real Estate Investment Trusts :: GCSE Business Marketing Coursework

Real Estate Investment Trusts A real estate investment trust, or REIT, is a company that buys, develops, manages and sells real estate assets. There are three types of REITs; they are equity REITs, mortgage REITs, and hybrid REITs. An equity REIT is a corporation that purchases, owns and manages real estate properties; it does not own or originate real estate loans. It may also develop properties. A mortgage REIT is a corporation that purchases, owns and manages real estate loans; it does not own real estate properties. It may or may not originate commercial and/or residential loans. A hybrid REIT is a corporation that purchases, owns and manages both real estate loans and real estate properties. It has the qualities of both an equity and mortgage REIT which is why it is referred to as a hybrid. One of the most distinguishing characteristics of a REIT is that they are required to distribute at least 95% of taxable income to shareholders. REITs allow participants to invest in a professionally-managed portfoli o of real estate assets. This is important because prior to Congress's creation of REITs only extremely rich individuals were able to benefit from ventures in the real estate market. By pooling assets together in a manner similar to that of a mutual fund, REITs allow the everyday investor the chance to invest in real estate properties. The main benefit of a REIT is that it is exempt from double taxation. The normal corporation is taxed on earnings, and then when dividends are paid, the individual receiving the dividend is taxed. REITs can deduct dividends distributed from taxable income. This results in only one level of taxation. The main disadvantage of a REIT is that since nearly all earnings are distributed as dividends, the trust must find capital to reinvest into the business from other areas. These funds are usually raised by investments in the market, and through the capital gains realized from the sale of the REITs assets. The second method by which REITs procure capital to reinvest into the business raises an accounting issue regarding the classification of assets. Currently, the buildings and property that REITs utilize to raise income are classified as property, plant, and equipment. However, it can be argued that these assets should be classified as inventory. The accounting definition of property, plant, and equipment specifies those properties of a durable nature used in the regular operations of the business.

Swot Ryanair

Miriam Mennen An Analysis of Ryanair’s Corporate Strategy Essay Document Nr. V145623 http://www. grin. com/ ISBN 978-3-640-56879-6 9 783640 568796 Global Corporate Strategy – A Case Study on Ryan Air An Analysis of Ryanair’s Corporate Strategy Executive Summary Ryanair was founded in 1985 as a family business that originally provided full service conventional scheduled airline services between Ireland and the UK.The airline started to compete within the confines of the existing industry by trying to steal customers from their rivals, especially the state monopoly carrier Air Lingus, outlined by Chan Kim and Renee Mauborgne (2004) as â€Å"Bloody or Red Ocean Strategy†. Ryanair seemed to follow a â€Å"me-too strategy†; according to Osborne, K. (2005), they â€Å"tried to be all things to all people†. Even they started restructuring; their strategy was not enough differentiated and their cost advantage was too low to be profitable. In 1986, th ey got â€Å"stuck in the middle†, outlined by Porter (1985) as they had a limited cost advantage and no service advantage.Ryanair then created a competitive advantage through the alignment of the three components of business systems; 1) Creating superior value for their customers (outside perspective) 2) Supplying their superior value-adding activities in an effective and efficient manner (which jointly form the â€Å"Value Chain†) 3) Possessing over the resource base required to perform the value-adding activities, (inside perspective) According to Porter (1987), â€Å"corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts. It is seen to be concerned with the overall purpose and scope of the organisation and to meet the expectations of major stakeholders. All aspects of Ryanair’s value chain are important to the company and their shareholders as Ryanair’s decisions add value to both. The following re port outlines the three perspectives of shaping Ryanair’s business system. The value creation dimension of Ryanair’s business model will be outlined, considering the theories of Porter and the more recent authors Kim and Mauborgne (2004).Further, the linkages in the airline’s value chain and their resource base will be analysed, considering Hamel and Prahalad’s (1990) core competency model (inside-out approach). 1 Global Corporate Strategy – A Case Study on Ryan Air In section 2, the future challenges of the airline are considered. Ryanair’s strengths and weaknesses will be analysed, internal value creating factors such as assets, skills or resources, to consider how the airline can create alignment to its opportunities and threats, external factors.An stronger â€Å"outside – in† approach for Ryanair’s future corporate strategy will be considered, applying Porter’s five forces model, placing the market, the compe tition, and the customer at the starting point of the strategy process. I An evaluation of Ryanair’s key strategic perspectives 1) Creating superior value for their customers The low cost market segment Ryanair has found a source of leveraging a competitive advantage; the knowledge about the opportunities associated with implementing the low cost strategy, which was created by Southwest Airlines.The Texas airline found a unique approach to the market through reconceptualisation of market segments. In 1990, Ryanair successfully applied their model in the European market, becoming a â€Å"no frills† airline, focussing on short haul destinations and keeping its planes in the air as frequently as possible in a 24 hour period. The new low price market segment, which did not exist before in Europe, could be described as the development of a ‘blue ocean’, uncontested market space through the expansion of boundaries of the existing industry, outlined by Kim and Ma uborgne (2004).Ryanair’s low fares created demand, particularly from fare-conscious leisure and business travellers who might otherwise have used alternative forms of transportation or would not have travelled at all (Case Study, p. 3). The competition became less relevant and allowed Ryanair to develop and sustain high performance in an overcrowded industry. Up to now he airline benefits from the early profitable and rapid growth within the blue ocean and successfully executes the low cost business model, which became obvious when the airline announced that it has beaten its own downbeat forecasts to record a 29 % increase in pre-tax profits and 19 % passenger growth, having carried more than 27. 6 million passengers in the past financial year (Jameson, A. , 2005). 2 Global Corporate Strategy – A Case Study on Ryan Air Ryanair’s position within the industry However, ‘blue oceans’ are not easily protected and Ryanair has been facing competitors that try to copy their low cost approach.Further, Ryanair has always been competing within the ‘red ocean’, by targeting a broad range of customers, e. g. the business segment and â€Å"stealing customer from rivals†. This outlines that Kim and Mauborgne’s strategy approach cannot be seen as exclusive. Competing with new entrants of competitors (and differentiators), Ryanair was able to launch an â€Å"all out war†, lowering prices and remaining profitable whilst increasing the frequency of flights and establishing new routes (Case Study). According to Porter (1980, 1985), the relative competitive position within an industry lies at the core of success or failure of firms.He defined two basics types of competitive advantage; cost leadership and differentiation (and focus). Ryanair set out to be best in the budget market segment, becoming the lowest cost airline in its industry (cost focus), e. g. no paper tickets, no passenger meals, no pre-arranged sea ting, enabling to cope and remain profitable, even on low yields. The airline constantly strives to reduce or control four of the primary expenses involved in running a major scheduled airline; their aircraft equipment costs, personnel productivity, customer service costs, airport access and handling costs.The airline deals successfully with competitive forces and is Europe’s leader in low fares by generating a superior return on investment (Osborne, 2005). This supports Mintzberg’s argument of price leadership being more relevant to competitive advantage than cost leadership. Planning to turn into a â€Å"no-fares-airline† by offering flights for free (Case Study), Ryanair can be argued to follow price leadership as one of the six ways to differentiation outlined by Minzberg.According to Mr O’ Leary (2005), new planes will enable him to drive down average fares by 5% a year causing a â€Å"bloodbath†. We are going to show up in your market and tra sh your yields. † (â€Å"Ryanair rolls out plans for European domination†, 2005). Differentiation through price outlines the superseding of Porter’s generic strategies by the resource/competence-based strategy frameworks. In addition to low prices, Ryanair’s branding emphasises on punctuality and efficiency, which is mainly achieved through operating from secondary airports.According to Ryanair, their success is not just due to their low fares â€Å"but also a winning combination of our No. 1 on-time record, our friendly and efficient people and our new Boeing 737-800 series aircraft† (Ryanair, 2005). It can therefore be argued that in a globalized competitive environment, even cost leaders need to differentiate 3 Global Corporate Strategy – A Case Study on Ryan Air their message (‘hybrid strategy’), contradicting Porter’s original idea of fundamentally different routes to competitive advantage.International expansion Ryan air further constantly created value for customers by following generic growth and internationalisation strategies; they moved their operations into more and more countries, expanding the route system from its primarily Irish-UK emphasis to serve 86 destinations on 133 routes across 16 countries. According to Mr. O’ Leary (2005), they â€Å"will deliver 34m passengers from 12 European bases and have identified a further 48 potential bases. † The airline expanded recently by placing an order for 70 more Boeing 737-800 aircraft to keep growing at 20% a year (â€Å"Ryanair rolls out plans for European domination†, 2005).Ryanair can compete on price, as the airline has besides its low cost product offering an activity system and resource base that match the price positioning, opposite to traditional airlines that seem to get â€Å"stuck in the middle†, as outlined by Porter, when undergoing severe cost cutting which affects their areas of differentiation, e. g. Aer Lingus. 2) Supplying superior value-adding activities in an effective and efficient manner The â€Å"Value Chain† As Ryanair’s low cost/price pproach leads to overlapping value chains, the company is a perfect example of linking its opportunities, as outlined by Campbell and Goold (1998, in Meyer and de Witt, 2004). From a Value Based Management point of view, Porter's Value Chain framework can be seen as one of two dimensions in maximizing corporate value creation, outlining how well a company performs relatively towards its competitors (‘Relative Competitive Position’). Even Ryanair subscribes to a similar basic model compared to e. g. Easyjet, the airline has an entirely different value chain.Ryanair’s low cost/price approach adds value to most of Ryanair’s processes, e. g. clear corporate identity and brand image in addition to limited organisational complexity, increasing the differentiation towards their competitors. Ryanair main tains their efficient, high quality and low cost services through operating from secondary airports and by exploiting the advantages of outsourcing, a strategic management model, transferring the business processes of services to outside firms, e. g. passenger and aircraft handling, ticketing. This allows the 4 Global Corporate Strategy – A Case Study on Ryan Air ompany to achieve competitive rates at fixed prices and to stay focused on its core competencies. Further, outsourcing can improve customer satisfaction (primary activity), mitigate risks, and add value to their reputation, accessed skills and technology, increased overall visibility of accounting and performance (controlled infrastructure), and avoided capital investments. Their strategy is to deliver the best customer service performance in its peer group, having just six staff in their customer care department; one for every two million passengers compared to British Airways which has 10 times the coverage (Ryanai r, 2005).Porter’s Value Chain Firm Infrastructure Support Activities Human Resource Management Technological Development Procurement M g ar in Primary Activities The technology of the company’s Internet booking system allowed to capture more value from its operations, to improve its contact with its customers (outbound logistics) and to increase control over the quality of their services. According to Mr O'Leary (2005), Ryanair saves 15% on the price of every ticket by using direct booking through the internet.For the fiscal year ended March 31, 2004, Ryanair generated virtually all of its scheduled passenger revenues through direct sales (Ryanair, 2005). All value-creating activities that transform the inputs into the final service of Ryanair are kept extremely lean. Ryanair does not interlink its operations with competitors, avoiding costs of trough service and delays and their Human Resource Management is tailored to continually improving the productivity of its alr eady highly-productive work force whilst controlling their labour costs. 5 M Logistics Logistics ar gi n InboundOperations Outbound Marketing & Sales Service Global Corporate Strategy – A Case Study on Ryan Air Ryanair focuses on centralised recruitment and training. In the year ended March 31, 2004 productivity calculated on the basis of passengers booked per employee continued to improve by 21% on the year ended March 31, 2003 (Ryanair, 2005). Ryanair emphasizes on modest base salaries and productivity-based pay incentives, including commissions for on-board sales of products for flight attendants and payments based on the number of hours or sectors flown by pilots and cabin crew personnel.Employees can participate in Ryanair’s stock option programs (worth up to 5% of the share of the company, Ryanair 2005). Ryanair even adds value to their low cost reputation through the refusal to recognise trade unions whilst having a competitive advantage over the heavily unionis ed nature of employment of the state owned Aer Lingus. (Ethical considerations, outlined in section 2). Ryanair has extremely low airport access fees by focusing on secondary and regional airport destinations that offer competitive cost terms, e. g. ess expensive outdoor boarding stairs, and allow for higher rates of on-time departures, faster turnaround times, fewer terminal delays, which maximises aircraft utilisation, eases restriction on slot requirements and on the number of allowed takeoffs and landings, adding value to customer satisfaction. Ryanair further added value to their infrastructure, procurement and reputation through negotiating favourable contracts with Boeing (inbound logistics); knowledge that is difficult to codify and replicate for competitors, as it is not only observable facts or data but complex and difficult to specify (core competence).Ryanair is said to be paying less than half the Boeings list price of $66m each (Money Telegraph, 2005). The procurement with Boeing 737-800s allows the airline to benefit from synergies through fleet commonality, limited costs associated with training (Human Resources), maintenance efficiency, and greater flexibility in the scheduling of crews and equipment (inbound logistics). Again, the new aircrafts provide the newest technology; blended winglets that reduce drag and drive down 2% of the fuel cost, driving down the average fares by 5% a year (O’ Leary, 2005).Ryanair’s business model as a whole is distinct, having an entirely different configuration altogether, in relation to their competitors in the airline industry, increasing the barriers to imitation or substitution. According to Teece, Pisano and Shuen (1997, in Meyer and de Witt, 2004, p. 253), â€Å"even if competitors are successful at identifying embedded competences and imitating them, the company with and initial lead can work at upgrading its competences in a race to stay ahead (‘Dynamic capabilities view’).R yanair seems to have â€Å"outpaced† their 6 Global Corporate Strategy – A Case Study on Ryan Air competitors through upgrading its resources, activity system and product offering more rapidly, as outlined by Gilber and Strebel (1989). Ryanair’s unique firm resource; their knowledge of demand for the low cost airlines, made it possible to implement their strategy before others and to benefit from first mover advantage, outlined by Lieberman and Montgomery (1988). ) The resource base required to perform the value-adding activities Ryanair’s resource heterogeneity In general, the airline industry is characterised by supply side similarity (Kay, 1993, in Meyer and de Wit, 2004), as only marginal differences between air carriers can be displayed, particularly in a deregulated environment. Ryanair's business model was designed to challenge the limitations of these constraints. The airline focuses on value-adding process or resources, which give them a superior position relative to its competitors and which seems most appropriate to draw boundaries in the airline industry.Ryanair’s internal characteristics are most relevant in achieving sustained competitive advantage, outlined by Barney (1986, 1991). In contrast to Porter, Barney assumes that firms within an industry or group may develop long-term superior resources that can be protected in their mobility across firms by some form of isolating mechanism. According to the resource based view already outlined by Edith Penrose (1959, in Meyer and de Wit, 2004) and extended by Wernerfelt (1984, n Meyer and de Wit, 2004), Ryanair can be argued to have a sustained competitive advantage, as their competitors in the same segment are unable to duplicate the benefits of their strategy. The â€Å"winner-takes-all† dynamic (Case Study, p. 15) in the low cost segment, seems to have only worked in combination with this first mover advantage. Ryanair’s assets, e. g. their capabilit ies and attributes, are not successfully implemented by any current or potential competitor, e. g. negotiation for airport deals, employee contracts and fleet prices.Budget airlines that attempted to enter Ryanair’s market segment lost money or were taken over, e. g. Go’s foray into Dublin (Case Study). Their main competitor easyJet has carefully differentiated by focussing on different geographical markets and higher value through better transfer situations of main airports, addressing the business segment. However, Ryanair’s external environment, e. g. a saturated market and changing customer demands, can threaten Ryanair’s future growth (outlined in section 2). 7 Global Corporate Strategy – A Case Study on Ryan AirRyanair’s Core Competence Approach Ryanair can be argued to follow the core competencies model of Hamel and Prahalad (1990), (inside-out perspective), as they build their strategy around their strength of distinctive competences , which offers an attractive base of competitive advantage, e. g. secondary airport approach. Ryanair competitiveness derives from an ability to build their competences at lower cost and more speedily than competitors. The real sources of Ryanair’s advantage are to be found in O’Leary’s ability to consolidate corporate-wide skills into competencies.Ryanair has strong relationships with their suppliers and a strong corporate identity. The airline can be argued to follow a strategic ‘stretch’ as they are overall resource led and create new opportunities, e. g. ancillary services. Strongly focussing on their core competences allowed for high strategic capability and potential access to a wide variety of markets, making a significant contribution to the perceived customer benefits of the end service and limiting the risk of imitation. The corporate centre tightly controls and co-ordinates by enunciating the strategic architecture that guides the compete nce acquisition process, e. . outsourcing. Ryanair’s resources include all means at the disposal for the performance of value-adding activities, e. g. through the acquisition of Buzz in 2003 (Case Study, p. 5), the airline gained a range of resources, e. g. know how, outlined by Preece as learning. The airline benefited from increased infrastructure and value-chain activities (leaning), integrated operations (leveraging), closer co-ordination of their vertical activities (leaping), expanded market opportunities and reduced competitive pressure (locking out). Resources consist of tangible assets, e. g.Ryanair owns all of its aircraft and holds net cash of 286 million euros (Money-telegraph, 2005), leading to the advantages that large firms have from large volumes enabling them to spread their costs (economies of scale), and intangible assets, e. g. the human capital; skills, competences and capabilities. Ryanair’s resource heterogeneity towards their competitors hinders other firms to conceive and implement the cost focus strategy, as outlined by Barney. Ryanair takes advantage of leveraging its resources, e. g. relationships and reputation, which are not readily transferable.They are inheritably attributed to O’Leary and his team and are influenced by the airline’s culture and governance. Ryanair possesses over a range of funny value-adding stories which defined their past, e. g. how Mr O’Leary ‘went to war’, driving in a military jeep to his competitor (Case Study). Personal involvement in battles of O’Leary against lobbying politicians, EU commissioners and competitors are part of the company culture and promote their aggressive 8 Global Corporate Strategy – A Case Study on Ryan Air low cost image.Ryanair’s reputation for commitment to Safety and Quality Maintenance, not having â€Å"a single incident involving major injury to passengers or flight crew in its 20- year operating historyâ₠¬  (Case Study), is another value adding aspect. Ryanair’s distinct activity system provides the base for competitive advantage and raises the barriers to imitation. In conclusion, Ryanair does not follow a linear ‘inside – out’ or ‘outside – in’ approach. On the one hand, the airline continual upgrades its unique resources; on the other hand, it occupies specific market positions to emain competitive, creating superior value by closely fitting their services to customers’ needs and focussing on a relatively limited set of businesses and markets (narrow competitive scope). Ryanair increasingly focuses on exploiting market opportunities in their business environment though, e. g. expansion and horizontal integration, leaving their original organic growth model and benefiting from all aspects of the framework of international strategic alliances, outlined by Preece. External forces, e. g. he industry deregulation in 1997 that allo wed the airline to go continental and the technological advancement of the internet, also strongly influenced the airline’s success story (external value adding activities). Ryanir can be argued to have a discrete organisation perspective, emphasising on competition over co-operation, having high bargaining power and a highly independent approach with distinct firm boundaries. The airline has an essentially logical structure, characterised by planning and control, prediction and forecasting.Especially in relation to the dynamic hostile environment, the airline has a relatively deliberate strategy that is based on rational thinking. The limited complexity of the system is characterised by few organisational levels and centralisation. The airline benefits from the entrepreneurial spirit of O’ Leary who seemed to understand the activities that are likely to have a significant impact on Ryanair and that build valuable internal linkages within the boundaries of their busine ss model (organisational leadership perspective). So far, he was highly successful in understanding the low cost attributes that made Ryanair unique. Global Corporate Strategy – A Case Study on Ryan Air II An evaluation of the future strategic direction of the company The sustainability of a firm’s competitive advantage is said to be threatened by the development in the market. Customer needs and wants are in constant flux. The SWOT analysis of Ryanair, a tool for analyzing the internal strengths and weaknesses and the external opportunities and threats (see Appendix), outlined the paradox for Ryanair of creating alignment either from the outside-in (market-driven strategy) or from the inside-out resource driven strategy). So far, Ryanair has been strongly focussing on their core competences. Considering their environment, opportunities and threats, as the starting point when determining their strategy (outside-in perspective), is crucial though; to re-check the fit be tween their competitive advantage and the environment, as outlined by Rumelt, (1980). The model of ‘environmental consonance’ seems of great importance to the airline, outlining the requirement of continual adaptation of the business system to the demands and new opportunities in the market place.As outlined by Leonar-Barton (1995), Ryanair’s core competences seem to be simultaneously Ryanair’s core rigidities, locking them out of new opportunities (in Meyer and de Wit, p. 253), e. g. Ryanair’s â€Å"Dublin saga†, the fight over the desired second low cost terminal at Dublin airport instead of considering the creation of a new lucrative base in continental Europe, threatening easyJet’s. Ryanair should consider market development, outlined by Ansoff, e. g. Greece and Turkey, which have a combined population of around 70 million people and offer extremely profitable market opportunities through year-round and holiday flights.The airline should further initiate additional routes from the U. K. or Ireland to other locations in continental Europe that are currently served by higher-cost, higher-fare carriers. Market opportunities of new domestic routes within EU countries, especially new member countries, and increased frequency of service on its existing routes will allow Ryanair to remain focussed on low cost/price and prolong its unprecedented and high levels of growth without jeopardising their core competences. Rivalry among existing players could be reduced by damaging the package tourism industry, e. . Thomas Cook, Lunn Polly and Neckerman (Porter’s 5 forces). Further acquisitions should be considered in the long-term. Ryanair seems to have enough power to counterbalance the demands of buyers and suppliers, to outperform rival airlines in their market segment, and to discourage new firms from entering the business. Their main 10 Global Corporate Strategy – A Case Study on Ryan Air challenge will b e threatening easyJet in its home market, currently serving Athens, and to fend off the â€Å"Value for money† segment that threatens to substitute Ryanair’s services (Porter’s 5 forces).The industry attractiveness for long-term profitability, outlined by Porter (1985), will have a strong influence on Ryanair’s profitability. Porter had ignored the aspect that differentiation strategies can be used to increase sales volumes rather than to charge a premium price. With negative forecast for the low price market, with growth rates of no more than 20 to 25 % of the total market, market saturation is said to be not far off for budget airlines in Western Europe (Ottink, 2004). Instead of the lowest price, the optimal balance between service and price is seen to be the growth market of the future.Value market share will eventually hover around 60 % of the total market (Ottink, 2004). Regarding this threat, the main challenge will be to respond to changing demand s and at the same time to ensure consistency, effectiveness and the coherence of Ryanair’s low cost strategy. At this stage, Ryanair should not compete on service advantage by entering the value market, turning into a portfolio organisation. They should so far seek for other niches, than compromise their low cost approach by reactively adapting to the unpredictable development in the current market.Retrenchment involves cutting back to focus on your best lines, often referred to this as â€Å"sticking to the knitting†. Ryanair should consider the mistakes of their competitors entering new market segments, e. g. Lufthansa by offering deeply discounted flights to Mallorca and Nice, standing up to easyJet. Ryanair should therefore further engage in market penetration and strengthen their market development approach, rather than diversify their services, as outlined by Ansoff (Product Market Framework).However, Ryanair should be aware that its knowledge is a fluid mix of f ramed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information, as outlined by Davenport and Prusack. Even the company’s formula has been highly successful in the last decades; Ryanair has to check whether their organisational routines are still valid in the new markets (double or tripleloop learning), e. g. the way Mr O’Leary aggressively promotes the low cost strategy.Especially in the new EU member countries his practices, which are said to threaten industrial peace and put EU ministers at unease, need to be revised. 11 Global Corporate Strategy – A Case Study on Ryan Air The self interest of Ryanair might be best served by developing attitudes to ethical issues before they become acute, as the airline is especially vulnerable to hostile campaigns (Value Chain). Ryanair should consider ethical corporate behaviour and social responsibility, currently facing the para dox of profitability (shareholder value perspective) and responsibility (stakeholder value perspective), e. . policies regarding disabled passengers, employee rights and environmental standards. At the moment, the simplicity inside the company does not seem to match Ryanair’s complex environment. Ryanair has to differentiate its message to fend off competitors, e. g. the airline should consider the co-operation with environmental organisations, offering passengers the possibility to pay the price of competitors in the value segment and paying the difference to the original Ryanair price to an organisation that invests in solar energy to reduce the world emissions.Ryanair’s Boeings could be green and the message should be â€Å"flying cheap and doing good†. Customers that might otherwise have switched to the value segment do not mind the voluntary environmental charge and are likely to accept more difficult transfer situations for the â€Å"feeling of doing good †. This differentiation aspect will add value to the company’s reputation and public relations. Ryanair can become the first mover in an industry that will sooner or later need to address the issue of emissions. Creativity and radical innovation are a strategic orientation to sustained competitive advantage.Ryanair should further consider the involvement of employees in the search for unsatisfied customer demand, as outlined by Kim and Mauborgne (2004). Free exchange and flow of information will foster new creative knowledge and help the airline to continually transform itself, e. g. the contact between flight attendants and management should be increased to foster a climate of openness and trust and to capture opportunities. The concept of organisational learning, as outlined by Senge (1990) and extended by Pedler, Bourgoyne and Boydell (1991) and Wang and Ahmed (2003), is crucial to nurture new and expansive patterns of thinking. 2 Global Corporate Strategy – A Case Study on Ryan Air References Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management. Vol. 17, No. 1, p. 99–120 Oklahoma State University. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Campbell and Goold (1998). Why Links Between Business Units Often Fail and How to Make Them Work. Capstone Publishing Ltd, Oxford. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context.An International Perspective. 3rd ed. London: Thomson Learning. De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Gilber, X. and Strebel, P. (1989). From Innovation to Outpacing. Business Quarterly. Summer pp. 19-22. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Hamel, G. and Prahalad, C. K. (1990). The Core Competence of the Corporation. May-June 1990. Vol 68. Harvard Business School Publishing.In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Jameson, A. (2005). Ryanair confident of European goal. [Internet] Times Online. Available from: (http://business. timesonline. co. uk/article/0,,8209-1635966,00. html). [01/06/2005] Kay, J. (1993). Foundation s of Corporate Success: How Business Strategies add value. Oxford: Oxford University Press. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning.Kim, W. C. and Mauborgne, R. (1999). Strategy, Value Innovation, and the Knowledge Economy. Sloan Management Review. 40 (3), pp. 41-54. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Kim, C. and Mauborgne, R. (2005). Blu e Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press. Liebermann, M. B. and Montgomery, D. B. (1988). First Mover Advantages. Strategic Management Journal. 9 (1), pp. 41-58. In: De Wit, B. nd Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Porter, M. E. (1980, 1988). Competitive Strategy: Techniques for Analysing Industries and Competitors. The Free Press. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. 13 Global Corporate Strategy – A Case Study on Ryan Air Marquardt, M. and Reynolds, A. (1994). The Global Learning Organization: Gaining Competitive Advantage through Continuous Learning. New York. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Money T elegraph (2005) Ryanair lands better result than forecast. [Internet]. Available from: (http://money. telegraph. co. uk/money/main. jhtml? xml=/money/2005/02/25/cnryanair25. xml) [5 June 2005]. Osborne, A. (2005). Ryanair rolls out plans for European domination. [Internet]. Business Telegraph Available from: (http://www. telegraph. co. uk/money/main. jhtml? xml=/money/2005/02/25/cnryanair25. ml enuId=242=/portal/2005/02/25/ixportal. html). [1 June 2005] Ottink, F. (2004). Winner in the wrong market. [Internet]. Yeald Available from: (http://www. yeald. com/Yeald/a/29541/ryanair__winner_in_the_wrong_market. html) [5 June 2005] Rumelt, R. P. (1980). The Evaluation of Business Strategy. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Ryanair (2005). Strategy. [Internet]. Available from: (http://www. ryanair. com/site/about/invest/docs/Strategy. pdf). 27 May 2005] Teece, D. J. , Pisano, G. , and Sh uen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal. 18 (7). Pp. 509-533. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. 14 Global Corporate Strategy – A Case Study on Ryan Air Appendix: SWOT- Analysis Strength – Quality processes and procedures: features important to the clientele, e. g. punctuality, few cancellations, few lost bags, frequent departures, baggage handling and consistent on-time services. low cost – low fares approach (differentiated service) – Low aircraft equipment costs – Lower maintenance costs and low depreciation costs due to ownership of aircrafts – Fleet commonality – Focus on low cost alternative airports; low airport access and handling costs – Low customer service costs; Internet booking system avoiding costly systems, commissions and sales headcount – Low marketing costs – Revenue enhancing and cost-cutting features, e. g. no seat pockets to allow faster turnaround times – Relationships to suppliers; strong bargaining position with respect to aircraft procurement, e. g. argain price of Buzz acquisition, airport deals and staff recruitment – Concentration on core business through outsourcing – Low labour cost through performance related pay structure; high personnel productivity / staff efficiency ratio – Overall high value and profitability – Location of business; focus on Europe's largest airline market; the UK, in particular the London Area – Increased take-off and landing slots trough acquisition of Buzz, KLM subsidiary – Increased number of seats per plane, enabling lower individual fares but higher per plane income – Short turn-around times increasing the available operational hours per plane. Strong brand and low fare reputation -foreign exchange hedging in transactions invo lving the euro, UK sterling and the US$ Weaknesses – falls in fare yields – Transfer situations from Airports – reputation – no non-essential extras – falling load factors due to continuing decline in unit costs – Decreasing frequency of flights due to need for high load factors, reducing business travel – climate protecting charge on aircraft taking off and landing in the EU, environmental fee might double no-frills operator’s fares, disproportionately greater effect on budget airlines – Ethics and Corporate Social Responsibility 15Global Corporate Strategy – A Case Study on Ryan Air Opportunities – initiating additional routes from the U. K. or Ireland to other locations in continental Europe, currently served by higher-cost, higher-fare carriers – Developing European market for budget sector with large population base / expansion into 10 new EU states – New domestic routes within continenta l Europe. Strongly moving into intercontinental business â€Å"using the principle of simplification and cherry picking† – increasing the frequency of service on its existing routes – considering possible acquisitions that may become available in the future, e. . Lufthansa – connecting airports within its existing route network -Exploiting profitable destinations with both a tourist as well as business segment – Conversion from low fares to a no-fares airline – Fall in average ticket price and increased threat of entry for competitors – loosening of regulations – Decreasing competition – Increased ancillary service revenues – Increasing in-flight sales on longer flights – employee loyalty – focus on environmental issues – innovative marketing for differentiationThreats – Limited market in the North of Europe resulting in low occupancy levels and efficiency of usage of planes – To ugher competition from the traditional and charter airlines which offer cheap hard to beat all-in holiday packages in continental Europe. New competitors in home market – Adaptation of Ryanair’s business model by competitors and innovative substitute services – Incumbent airlines selectively copying the tactics of Ryanair’s on competition routes – small potential markets – high speed trains, subsidised by the state in GER and France, – high speed rail plan in Benelux region -good highway connections in the major market around cities in the Middle and Southern Europe – Scarcity of appropriate located, low cost airports around major cities / decreased bargaining power of airlines – Price war – increasing landing charges – Dependency on world jet fuel prices – war and terrorism – epidemics – EU commission decisions – lobbying politicians – formation of a trade union for pilot s – the weakness of sterling against the euro – Mergers between competitors, e. g. Air France and

Identify the statutory and voluntary agencies who may work together at the scene of an emergency incident Essay

P3 – place the statutory and voluntary bureaus who may work together at the scene of an exigency incident Statutory and voluntary bureaus:Statutory bureaus are services like the constabulary. fire and ambulance. These will ever fall in an exigency incident. However at some incidents they will be helped by voluntary bureaus like: St John Ambulance – St John Ambulance is a charitable administration staffed by trained voluntaries. The administration responds to 100s of exigency incidents ( including major incidents ) such as inundations. fires. route traffic hits and train clangs. The service supports and aids those in demand. and is an first-class resource in footings of trained staff. medical assistance and exigency vehicles. It can besides supply emptying Centres. The St John ambulance has helped the statutory bureaus during the implosion therapies 2007 in York. â€Å"Throughout June and July 2007 our voluntaries worked indefatigably to assist back up communities hit by heavy inundation Waterss. We have provided a 24-hour support with voluntaries and vehicles in a command to assist people struck by the catastrophe and set up many remainder Centres for those evacuated from their homes† . As you can see St John Ambulance makes a immense difference when they help the other exigency services at a major incident as it says above ‘set up many remainder Centres for those evacuated from their home’ . By them making that they have helped out the constabulary services which saved them plentifulness of clip. British Red Cross – The British Red Cross is a voluntary administration that provides all kinds of things for illustration: First Aid. Emergency Response. Heal and Social Care. happening losing household. fixing for catastrophes and last but non least refugees support. During an incident the administration can supply emotional support. support with the attention of kids and pets use of shower and lavatory installations. proviso of toilet articless. vesture. light refreshments. usage of a telephone and last but non least first assistance. â€Å"As a prima voluntary administration for exigency response. the Red Cross has 1000s of specially trained voluntaries who provide a scope of services to people in exigencies. including practical and emotional support and first assistance services. The Red Cross besides has well-equipped fire and exigency support service ( FESS ) vehicles which play a critical function in back uping local fire and ambulance services. Before the implosion therapy began. we launched a coordinated response to assist vulnerable people across countries threatened by deluging in the UK. Our response included: Emptying. staffing remainder Centres. support to the statutory services. distribution of exigency commissariats. support from across the administration. supplies and information. The British Red Cross have done a immense favor non merely to the populace but to the statutory bureaus by back uping them on first assistance and emptying ECT. In my sentiment without the British Red Cross it would of been 10 times harder to work out the major incident. non merely that hundreds more of casualties would of died if it weren’t for the British Red cross. Mountain deliverance – Mountain deliverance. a voluntary service that is train to deliver people who may hold an accident it the mountain or lake country where there is limited ways to reach anybody for aid. The Mountain Rescue squad has supported the statutory bureaus during the Grayrigg train clang at 2007. â€Å"Mr Farron. MP for South Lakes. said: â€Å"It’s merely suiting that Network Rail’s mulct goes to assist those who were foremost to supply aid on the dark. Sadly it is all excessively true that these fantastic voluntary services do hold to keep out a manus for windfalls and without them they could non survive† . As you can see the mountain deliverance squad was a immense support. It been said above without them they could non last that proves a point that mountain deliverance squad is a difficult working and organized administration. BibliographyBourley. A. ( 2012. May 24 ) . Give MOUNTAIN RESCUE TEAMS GRAYRIGG FINES CASH. SAYS CUMBRIAN MP. Retrieved october 8. 2013. from newsandstar: hypertext transfer protocol: //www. newsandstar. co. uk/news/give-mountain-rescue-teams-grayrigg-fines-cash-says-umbrian-mp-1. 957516? referrerPath= # Dymond. H. ( n. d. ) . Emergency response. Retrieved 10 8. 2013. from sja: hypertext transfer protocol: //www. sja. org. uk/sja/what-we-do/emergency-response. aspx Gray. D. ( 2010 ) . oublic services level 3 btec subjects book 2. Society. T. B. ( 2007. august 2 ) . How the UK inundations crisis unfolded. Retrieved january 10. 2013. from redcross: hypertext transfer protocol: //www. redcross. org. uk/What-we-do/Emergency-response/Past-emergency-appeals/National-Floods-Appeal-2007/How-the-crisis-unfolded