AirAsia

AirAsia Abstract AirAsia was the first successful low cost airline in the Southeast Asian region. This case study discusses the factors that contributed to AirAsias success. It studies the influence of culture and leadership at AirAsia, the factors contributing to its operational efficiency and the strategic orientation of the airline. It also discusses the threats to the long-term success of the airline with reference to increasing competition in the region and the need to overcome certain service shortcomings. The case concludes with an assessment of AirAsias future plans. To study the growth of the pioneer of low cost airlines in the Southeast Asian region To analyze the reasons for the success of a low cost airline in Southeast Asia, a region where analysts felt there was no market for low cost services To understand the operational model followed by the airline and how it contributed to its success To examine the relationship between leadership and culture and the need for a strong and dynamic leader in a startup organization To understand the threats to the airlines long-term success and how these may be overcome To analyze the growing low cost trend in the Southeast Asian region and the market potential for the same AirAsia was not the first budget carrier in Asia (although it was the first in the Southeast Asian region). The low cost trend actually started in Asia in the 1990s, when two budget airlines Air Do and Skymark Airlines were launched in Japan. However, neither of the airlines succeeded as their operational model was weak and they were soon out discounted by Japans major airlines Japan Airlines, All Nippon Airways and Japan Air System. Another budget airline, Cebu Pacific Air, operated flights between Hong Kong and Seoul to the Cebu Islands in the Philippines, but its operations were limited. Otherwise, it was the national flag carriers that dominated the region According to analysts, AirAsias main appeal was its low fares. By offering fares that were a fraction of what major airlines charged, AirAsia created a new market in the Southeast Asian region. People who could otherwise not have afforded air travel began to fly AirAsia Analysts generally agreed that AirAsias success had significantly changed the dynamics of the Southeast Asian aviation industry. However, they said it would be premature to call the airline an unqualified success. AirAsia was set up in 2001, which was a bad time for the global aviation industry. Despite this, it managed to develop a successful business model. However, the airline industry had witnessed a number of cases where airlines started off well but later experienced a downturn In early 2005, AirAsia Sdn Berhad (AirAsia) announced that it would give away 10,000 free seats on its flights to select Southeast Asian destinations.The airline said that was its way of celebrating the completion of three years of successful flying and of saying thank you to the people for their support. AirAsias accomplishments and success today is a reflection of the publics trust and faith in the company,said Tony Fernandes (Fernandes), CEO of AirAsia. The airline also wanted to thank the public for making its late-2004 shares issue a huge success. One of the most successful airlines in the Southeast Asian region and the pioneer of low cost, no frills travel in Malaysia, AirAsia was often in the news for its low fares and fast growing operations Until AirAsia proved them wrong, airline analysts believed that budget carriers would not find a market in Asia. They said the Asian airline industry was different from the industries of the US and Europe airline passengers in Asia looke d on air travel as a luxury, and expected to be pampered by the airlines. For this reason, no-frills travel would not appeal to them. In addition, Asian countries had a great amount of red tapism, which made it difficult to start any new venture, not least of all, an airline. Major national airlines in most of the countries also enjoyed government backing and were too powerful to allow competition to flourish. Therefore, when AirAsia was set up in 2001, it was greeted by a large amount of skepticism. The airline industry was not a good place to be in at that time, reeling as it was from the combined effects of the September 11 terrorist attacks, Severe Acute Respiratory Syndrome (SARS), and economic downturn. However, within three years of operation, AirAsia changed the dynamics of the Asian airline industry. It not only managed to compete with major carriers like Malaysian Airlines (MAS) and Singapore International Airlines (SIA), but it also became the benchmark for several other low-cost airlines in that market. So great was AirAsias impact that analysts said the airline, with its minimal fares, was living up to its tag line which said Now Everyone can Fly. Against All Odds In 2001, Dato Sri Tony Fernandes Fernandes started his career as a music industry executive, working at Virgin Records and Time Warner Music It was his childhood dream to run an airline, but he did not consider the idea seriously until he saw easyJet, a London-based low cost airline, on television. Fernandes was impressed with what he saw of easyJet and decided that he wanted to explore its operations further. He spent two days at easyJets headquarters in Luton airport, talking to staff and passengers and learning how the airline was run. Fernandes had always believed that a low cost airline would be successful in the Southeast Asian region, and his experience at easyJet convinced him of the potential of his idea. He resigned from his job at Time Warner Music and returned home to Malaysia . Fernandes had no prior experience in running an airline, nor did he have enough money to start one. He raised money by mortgaging his house and using up his savings. He also roped in three of his associates Datuk Pahamin A. Rajab, Abdul Aziz Abu Bakar and Kamarudin Meranun who believed in his vision for a low cost operator in Malaysia. Getting an airline license was not easy in Malaysia. The partners set up a meeting with the Malaysi an Prime Minister, Dr. Mahathir Mohamed (Mahathir), and presented to him the major features of their business model along with Dato Pahamin Ab. Rajab (Former Chairman, AirAsia), Dato Kamarudin bin Meranun (Deputy Group Chief Executive Offi cer, AirAsia) and Dato Abdul Aziz bin Abu Bakar (Current Chairman, AirAsia) formed a partnership to set up Tune Air Sdn Bhd and bought AirAsia for a token sum of RM1.00. With the help of Conor Mc Carthy (Director, AirAsia; former Director of Tune Air Sdn Bhd and former Director of Group Operations, Ryanair), AirAsia was remodeled into a low cost carrier and by January 2002, their vision to make air travel more aff ordable for Malaysians took fl ight. Valued at RM2.3 billion, AirAsia is today an award winning and the largest low cost carrier in Asia. From a two aircraft operation of Boeing 737-300, AirAsia currently boasts a fl eet of 78 aircraft that fl ies to over 60 domestic and international destinations and operates over 500 domestic and international fl ights daily from six hubs located at Low Cost Carrier Terminal (KLIA), Johor Bahru, Kota Kinabalu, Bangkok (Thailand), Jakarta (Indonesia) and Bali (Indonesia). AirAsia is fast spreading its wings to create a bigger and more extensive route network through its associate companies, Thai AirAsia and Indonesia AirAsia. The airline has carried, thus far, over 61 million guests since its fi rst day of operation. At AirAsia, we are bringing people closer by bridging boundaries through our philosophy of off ering low fares. It has sparked a revolution in travel, as more and more people from all walks of life are now able to fl y for the first time, while many others have made air travel with AirAsia their preferred choice of transport. We are consistently adding new routes, which include city pairs that never existed before, in our relentless eff orts to create a seamless bridge of unity across Asia. It is something very close to our hearts as we continuously strive to promote air travel and create excitement amongst our guests with our range of innovative products and personalised services. Corporate Vision, Mission and Values Vision-To be the largest low cost airline in Asia and serving the 3 billion people who are currently underserved with poor connectivity and high fares. Mission To be the best company to work for whereby employees are treated as part of a big family Create a globally recognized ASEAN brand To attain the lowest cost so that everyone can fl y with AirAsia Maintain the highest quality product, embracing technology to reduce cost and enhance service level Values Safety Adopting a zero tolerance to unsafe practices and strive for zero accidents through proper training, work practices, risk management and adherence to safety regulations at all times. Valuing Our People Committing to our peoples development and well-being and treating them with respect, dignity and fairness. Customer Focused We care and treat everyone in the same manner that we want to be treated. Integrity Practicing highest standards of ethical behaviour and demonstrate honesty in all our lines of work in order to command trust and mutual respect. Excellence in Performance Setting goals beyond the best and reinforcing high quality performance standards and achieving excellence through implementing best practices. Commitment To Excellence AirAsia is committed to excellence. We intend to excel in everything we do by achieving exceptional results. We have set high standards, but no higher than our customers expectations. Day after day, our people do their best so that we meet these expectations. In all our eff orts, there are five fundamental values: Safety, Passion, Integrity, Caring and Fun. They provide a frame of reference for the AirAsia experience and a corporate culture in which we live and deliver peak performance. The business models AirAsias success has taken flight through the continued confi dence of our guests who prefer a no-frills, hasslefree, low fare and convenient option in air travel. The key to delivering low fares is to consistently keep cost low. Attaining low cost requires high effi ciency in every part of the business and maintaining simplicity. Therefore every system process must incorporate best industry practices. We make this possible through the implementation of the following key strategies: Safety First Safety is the single most important criteria in every aspect of the operations, an area that AirAsia will never compromise on. AirAsia complies with the conditions set by regulators in all the countries where the airline operates. In addition, AirAsia partners with the worlds most renowned maintenance providers to ensure that its fleet is always in the best condition. AirAsia has committed itself to a program of reducing risks and hazards normally associated with our industry through a Safety Management System. This commitment is extended to ensure the full integration of a safety culture, safety policy and safety objectives in a proactive approach to aviation safety. In short, our Safety Management System is not just an add-on but a core part of our business process. It is the way we do business. The critical safety functions of senior management are in the areas of strategy and leadership. Senior management will provide a vision for safety management and provide adequate resources to achieve this level of safety High Aircraft Utilisation AirAsias high frequency flights have made it more convenient for guests to travel as the airline implements a quick turnaround of 25 minutes, which is the fastest in the region. This has resulted in high aircraft utilisation, lower costs and greater airline and staff productivity. Efficient Fleet, AirAsia continues to invest in new aircraft. As of the end of 2008, the Group received a total of 56 Airbus A320 aircraft and the deployment is as follows. Malaysian operations has received 46 and is now a fully Airbus A320 aircraft feet. Thailand operations has received six and Indonesian operation, four. Our fl eet is among the youngest in Asia and we will get even younger as we take delivery of 14 Airbus A320 aircraft and retire nine older Boeing 737-300 Classics aircraft in 2009. These Airbus A320 are ultra modern, more fuel effi cient and environmentally friendly aircraft with unparalleled levels of passenger comfort, serviceability and reliability. We have received positive feedback that our passengers love this aircraft. These aircraft have reduced operational cost signifi cantly and helped to deliver strong profi ts. Low Fare, No Frills AirAsia targets guests who are prepared to do away with frills such as meals, frequent flyer miles or airport lounges in exchange for fares lower than those currently off ered without comprising on quality and service. Guests have the choice of buying exclusively prepared meals, snacks and drinks from our in-fl ight service at an aff ordable price. While onboard AirAsia the best thing to do, of course, is to eat and drink. We will help you do that by off ering a vast selection of food and drinks without punching a hole in your wallet. And our fun and friendly crew will ensure the merriment part of your travel experience. Streamline Operations Making the process as simple as possible is the key to AirAsias success. We are working towards a single aircraft fl eet; this greatly reduces duplicating manpower requirements as well as stocking of maintenance parts. There is only one class seating, i.e. fi rst class, and passengers are free to sit where they choose. Lean Distribution System AirAsia off ers a wide and innovative range of distribution channels to make booking and traveling easier for its guests. AirAsias ticketless service provides a low cost alternative to issuing printed tickets. Simple Distribution System Simple is good, simple is what we want and simple is what we all need. Bearing this in mind, we have worked very hard through countless hours of research and development to ensure that our distribution system is, simple. It is ironic that so much work is required to be simple but bear in mind that simple is a relative word when you are catering to the needs of millions of people across the world. We have developed a comprehensive, yet simple distribution system. One that is capable of handling the most technologically savvy customer to the most technologically deprived. Our website www.airasia.com is available in seven languages and our call centre is conversant in the major spoken Asian languages. For those always on the go, you can book a fl ight using your mobile phone at www.mobile.airasia.com We have recently upgraded our self check-in machines with a simpler and more powerful version. The transaction takes not more than two minutes to complete. This new machine also has an advanced security feature which eff ectively cuts the risk of fraud. We have also expanded our web check-in facility to all stations and destinations. You can now use the web check-in facility even if you have baggage (previously web check-in was only for passengers without baggage). Simply stroll over to the baggage drop off counter every station has one and then proceed to the departure hall for your fl ight. If you have not tried any of these convenient services, I recommend you do so the next time you fl y with AirAsia. Not only will it save you valuable time and eliminate the stress of queuing up, it will also reward AirAsia in the form of lower cost and thus lower my stress. Its amutually healthy proposition! Point to point network The LCC model shuns the hub-andspoke system and adopts the simple pointto-point network. All AirAsia fl ights are shorthaul (four hour fl ight or less). The underlying business is to get a person from point A to B. On Time Performance, Nothing irks airline passengers more than a delay. Often, these delays are caused by factors beyond our control when Mother Nature throws a fi t, for instance but we can try to mitigate these occurrences by ensuring that we take actions within our control to do so. One of the benefi ts of a young fl eet is reliability. AirAsas On Time Performance (OTP) has improved by nine percentage points since the fi rst Airbus A320 aircraft was inducted into our fl eet. The graph below indicates OTP will rise with more Airbus A320 aircraft in the fl eet. We will back test this conclusion and aim for 92% OTP in 2009. If we succeed, it will make us the most punctual airline in the world. In line with our confi dence in achieving this goal, we have launched a revolutionary campaign called On Time Guarantee (OTG). In a snapshot, this campaign compensates a passenger inconvenienced by a substantial delay due to our fault at no additional cost. We believe this pioneering and unique campaign will help to boost the retention rate and raise our brand equity. AirAsia Today AirAsia flies over 100 routes across 12 countries in Asia. The fast-growing airline has become Asias eigth-largest airline in six years, and is now the largest low-cost carrier in Asia, with the lowest cost base of any airline in the world. According to AirAsia, the key to delivering low fares is to consistently keep costs low which requires high efficiency in every part of the business, with every system process incorporating best industry practices. How they do it Ultimately, it is our guests who have made us what we are today. A passion for exceeding our guests expectations is what spurs us to relentlessly pursue innovative ways to enhance the service we provide. Constant innovation is the tool we use to expand our guests freedom to travel so that Now Everyone Can Fly. In 2008, a total commitment to innovation enabled us to stay ahead of the game and once again win an array of prestigious awards. In the years to come, the same commitment will see us successfully navigate the ongoing global economic turbulence, broaden our horizons and not only survive but prosper. In 2009 we will unroll a series of initiatives designed to boost customer service while keeping fares down. So it is apt that this years Annual Report focuses on innovations which will enable AirAsia Berhad (AirAsia) to retain its pole position as the worlds preferred low fare airline. Above all, it is appropriate for us to acknowledge the support our guests give us by making Thanks to YOU the key message of this report. The Asia-Pacific aviation industry is enjoying strong passenger demand. According to the International Civil Aviation Association, passenger numbers in the region grew more than 12 percent in 2007, supported by rising economies, increasing business travel, and growing disposable incomes. Making Innovations Just for You Why is AirAsia performing so well? The answer couldnt be any simpler: AirAsia grows because it saves money for people. Nobody wants to part with their money whenever possible, but I am certain that almost everyone likes to travel. So, sensibly, people look for the lowest cost option with fi rst class service. Providing fi rst class service is imperative for any service oriented company, customers simply wont have it any other way. We realise this importance and have consistently upgraded our service level, and succeeded in doing so without any compromise to effi ciency and cost. I will explain in the following pages our initiatives present and future to enhance customer service delivery. Some are innovative ideas inspired by the talented people of AirAsia and some are simple but functional moves that came from other sources. Expanding the Route Network In 2008, we achieved many milestones. The one closest to my heart is our entry into Singapore. For too long, passengers on the Malaysia to Singapore route were burdened with high fares extracted by the monopolistic nature of the route operators. This is no longer the case AirAsia introduced unheard-of low fares on a route that has proven to be high-yielding and is expected to deliver sustained profi ts. We have six destinations linking to Singapore at the end of 2008 and this number will double by the end of 2009. For years, we have gazed upon India and waited for an opportunity. That day fi nally came and our maiden route, Kuala Lumpur to Tiruchirappalli, has been a resounding success. There is plenty more to come, we currently have on our radar screen to commence services to Coimbatore, Kochi and Kolkata. India presents a fantastic opportunity for AirAsia and I envisage it as one of our biggest markets in years to come.of growth with 39% more passengers carried than the year before. This signifi cantly outpaced the domestic Malaysia passenger numbers that grew by 13%. While we continue to see and capitalise on opportunities in Malaysia, we expect the higher rate of growth in international sectors to continue. With the launch of AirAsia X, AirAsias route network has evolved from being Asia-centric to include Australia and Europe. The impact of this connectivity for instance, connecting Australia and London by providing an alternative, aff ordable version of the so-called Kangaroo Route is being felt not just by AirAsia but by Malaysia. Our route connectivity and the frequency of our fl ights is now turning Kuala Lumpur into the premier regional hub for low-cost travel. Our services in boosting tourism in Malaysia are helping to alleviate some of the pain infl icted by the global economic downturn. Our investments in these new routes and in boosting the Malaysian economy demonstrate our unwavering commitment to the nation and its people. The Chanllenge Implement low cost promotions with high efficiency and best industry practices Create and implement print and web campaigns on a very tight delivery schedule Integrate and implement internationally across multiple languages and media Benefits Accelerated creation to delivery model High quality implementation at a low cost 50 percent increased productivity in creative turnaround and output Industry Overview and Challenges The Asia-Pacifi c aviation industry is facing one of the most challenging period since the 1997 Asian financial crisis. According to the International Air Transport Association (IATA), passenger numbers in the Asia Pacifi c region shrunk by 1.5% in 2008 and is expected to contract by a further 0.6% in 2009. Financial loss projections paint an even more dismal scenario Asia-Pacifi c airlines posted a US$500 million loss in 2008, with the loss forecast to balloon up to US$1.5 billion in 2009. The competitive environment has gone awry amid confusion. Many airlines have terminated underperforming services, deferred scheduled aircraft deliveries and frozen excess capacity in an attempt to reduce their cost base. Legacy carriers are also slashing fares on main routes, often putting themselves in direct competition with low-cost airlines such as AirAsia. I am confi dent, however, that we will more than hold our own. AirAsia is not just about low fares. Our route connectivity, the frequency of our fl ights, Industry leading punctuality, the 5-Star quality of our service and our determination to excel in everything we do provides our customers and guests unparalleled value We welcome fair competition conducted on a level playing fi eld because we are confi dent we can triumph over all comers. In fact, we are noticing an upsurge of interest in fl ying AirAsia by the corporate sector as it seeks to cut travel costs for its executives by switching to us instead of using legacy carriers. This is just one example of how the current economic downturn has benefi ted us and we have good reason to believe there are many more. Our market share will likely grow in 2009, partly because much of the rest of the industry is in acute distress. Going forward The critical qualities needed to navigate through the current economic turbulence are a focus on innovation, maintaining tight discipline in line with the low-cost model, creative marketing and an unwavering self belief. As many of you are aware, I am an incorrigible optimist. I look for silver lining in any situation and I am confi dent that the economy will rebound. I am also a person who fi rmly believes in lighting a candle rather than cursing the darkness. Which is why we made the painful decisions we made and have put in place strategies that will see us through this uncertain period and continue to deliver long-term value to our customers, shareholders and all our other stakeholders. Unit cost is expected to reduce substantially stemming from our decision to purchase fuel on the spot market, the benefi ts of a younger fl eet and economies of scale. The current price of fuel is substantially lower than the US$128 per barrel that we paid in 2008. The benefi t of the lower fuel p rice goes straight to the bottom line. With these gains in hand, 2009 will be a strong year for the Group. Its been an extremely eventful and exciting year. The Board of Directors and I are pleased and proud to be leading our talented and committed employees as we begin this new chapter in the history of AirAsia. We have every confi dence that the future will be both successful and full of opportunities.

KPMG Consultancy Firm Business Analysis

KPMG Consultancy Firm Business Analysis Structure of KPMG: KPMGs board is making the main decisions with chairman Simon Collins, such as the built of KPMGs flagship office in Canary Warf in 2006. Every client facing person can be involved in the engagement process, although some people in the firm have specific roles. Some Partners are responsible of different sectors within the firm; such as Head of Finance or Head of Deal Advisory. They are managing the sector and making sure their orders are getting passed through by the directors in case. A Director then is responsible for the people working within the sector. Managers are making sure the engagement process is proceeding as planned. Problems such as level of staff shortness would get reported by a line manager to the HR department. Only very important queries are getting sent to the partners in charge. KPMG is a worldwide active company with headquarters in the Netherlands. KPMG is a consultancy firm with focus on Advisory, Tax and Audit. Geographically wise, KPMG has 22 offices with about 16,000 employees, with headquarters in Canary Warf, London.          Structure of National Trust: The National trust charity has a completely different leadership structure to KPMG. The senior management is making the main decisions. The middle management passes down the made decisions to the maintenance team. Ightham More in Kent is seen as National Trusts biggest conservation project and the senior management team decided to take it on. The two main income sources are National Trusts costumers and donators. The typical costumers are a middle aged to older people that have a strong interest in the wellbeing of Britains historic buildings as well as tourist. National Trust only operates in the UK. The trust has 4,2 million members, 60,000 volunteers and a staff of 10,000. Functional Areas: KPMG National Trust Finance KPMG is taking loans from different organisations to provide engagement work to the client. As most engagement processes take many months KPMG is operation at a huge risk. KPMG is consulting firm that are being close to bankruptcy. With a failing client work not only the client is facing enormous problems, also KPMG cant pay its employees. Every failing engagement can cost the firm many million pounds revenue. Sometimes provision work is being paid from KPMGs profit to ensure loyal clients will still be advised even with a low profitability. National trust is raising their finances via membership fees and donations. As a non-profit organisation the charity relies on the donations, as the membership fees and visitor income cover only a third of their total costs. The charity is also getting subsidised by the government as they have a huge interest of securing old and historic buildings across the UK. Marketing As KPMG is in an oligopolistic competition, where pricing strategy will most certainly end up in a price war. Non-pricing strategies such as marketing or RD help to win the market. As the firm provides services for firms, they wont have marketing strategies such as Nike or Adidas, as its a completely different environment. KPMG has their logo on the McLaren Formula One car to diverse their marketing strategies. National Trust is rethinking their marketing strategies by attracting the younger generation on social media such as Instagram, Facebook or Twitter. The Trust has continuing problems with getting the attention of the 16-25 y/o target group. Customer service The entire staff is trained to the best level to give the client the best outcome they can wish for, however KPMGs employees need to have greater knowledge than customer service, as only a few people will actually interact with the client. KPMG relies on that their clients come back to them for future engagement. As well as KPMG, National Trusts employees dont rely as much on customer service as their job mainly requires experience. Their customer service will be keeping the historical buildings clean and provide a welcome and warm service at the ticket boxes. Human Resources KPMG has a separate HR department as many other big firms. They give out the open job places, where people can apply. The HR department communicates with the trading unions and employer associations to avoid strikes. Likewise KPMG, the trust is similarly structured in terms of HR. The staff welfare will heavily affect the charity as they are responsible for the maintenance of very important buildings. P4 explain how their style of organisations helps them to fulfil their purposes. Strategic planning: KPMG National Trust Mission and Values KPMGs mission for the near future will be providing firms in the UK the best advice on the Brexit Referendum. Values are held high at KPMG. One of their mottos is diversity makes a frim great. The firm is employing from every cultural and ethnical background to support the society but also to differentiate the firm from other big advise giving firms. Their mission and values are very to KPMG. National Trust is a profit satisficing firm. The charities aim isnt to maximise their profits to become wealthier, instead they focus on keeping their stakeholders happy and give something back to society by preserve and protect historic places. Their motto is forever, for everyone. Development of strategic aims In order to achieve strategic aims in the long run, the firm needs to reduce costs and increase efficiency. Strategic changes are usually planned by KPMGs innovation team. Differentiating is key in our fast growing and changing economy. Strategic changes need to be thought through carefully as a wrong decision can quickly lead to bankruptcy even for TNCs such as KPMG. The charity needs to raise money in order to develop their strategic aims. As National Trusts main income comes from donations, it is really important to NT to raise money in order to maintain the historic buildings. Cascading of Objectives One of KPMGs main aim is to win clients and their work in order to achieve profit maximisation. KMPGs process can start in various ways. Mainly though it starts that the client writes out certain work, where normally many consultancy firms apply for. The leadership team then decides if the engagement would be profitable or not. If it would be profitable then, an engagement team presents the client a piece of work (investment work), where they then decide if they want to work with KPMG or not. Their process starts with the senior management deciding taking on a new project. The middle management will operate with a Gantt chart to split up the different tasks across the maintenance team. They will then split their resources equally to control and observe these tasks to make sure the work is done to their best standards. It is very important that the maintenance team is working up to certain standards, as most secured buildings are tourist attractions and leaving a hazardous sphere is inacceptable and highly dangerous to the public. Strategic Planning Progress The strategic planning progress is fairly similar in both companies. The two organisations have different departments, however are always working together. Each department has a director/manager who sets the directions. In both organisations the Finance team supports the whole firm with background information on the engagement process or securing of buildings. Smart targets The SMART targets are acronyms, which summarises what should be considered before starting a project. SMART targets are being used to ensure that the workload is split up realistically and timed correctly. KPMG and National Trust senior leadership team are relying heavily on this, as it shows them a breakdown of their costs and it reduces KPMGs risk to fail and insures the partners an increasing survival against the competitors. Different aims: KPMG National Trust KPMG aims to maximise profits in orders to grow on a higher scale than its competitors. In a world that is driven by wealth it is key for firms in the Private sector to achieve long-term growth. Profits will get invested to improve the workforce with specific trainings or spent on Research and Development. As KPMG is operating in an oligopolistic market it is important that the firms differentiates itself from the other big four consultancies. National Trusts financial main aim is to break even so that their revenue covers their costs. To survive National trust must make sure they are advertising the reconstruction of old buildings is of long term value and is tremendously important for Britains future. New donations will ensure that the charity can take on new projects and can secure old buildings from rotting. P5 describe the influence of two contrasting economic environments on business activities within a selected organisation. Introduction KPMGs business activities in the UK and India. Demands: 1. Influenced by affordability UK The UK is seen as one of the strongest countries in the developed world. Shortly after the first effects of Brexit have hit the UK economy, the pound has depreciated by nearly 40%. That means that the services KPMG provides is getting fairly cheaper abroad. Due to the fall in the currency, KPMGs clients had the chance to export more and gain more revenue to demand KPMGs services. India The country is booming as never before, with a population of nearly 1,4 billion it is still seen as a developing country, as a reason of the bizarre income distribution. The richest people 10 % are earning more than the other 90% together. KPMG in India (KGS) however, is getting very influential in the Indian economy. The firm is helping big organisations setting up manufactories, but also helping Indian firms how to enter the Western culture. 2. Competition availability of substitutes UK The competition is becoming tremendously stronger, as KPMG is operating in an oligopolistic market structure (4 firms have about 80% of the market share). KPMG really needs to match the other competitors prices to be efficient and not lose clients to the opposition. The brand image in the UK has a very strong connection in the society. The Economist thinks that the main competition to consultancy firms in the future will be firms like Google, as the market is about to change completely. India The Indian citizen dont have such a strong connection to a brand. They rather have quantity instead of quality. That makes it harder for KPMG, as the strong brand name doesnt help the firm to win the clients. KPMG really needs to work hard and efficient in order to make the engagement profitable. 3. Level of Gross Domestic product (GDP) UK The UK has been for a few years in recession (two or more consecutive quarters of negative economic growth), but due to help from the Bank of England and certain government policies, the UK climbed out of the recession. Peoples wages started to increase achieving a long-term goal of increasing economic growth (higher GDP). The population started to change their spending habits and firms had to produce more. That led to that KPMGs clients needed further help with developing their products or introducing new marketing strategies. India As India is becoming a future economic superpower; KPMG has build a new headquarter in New Delhi. Achieving economic growths of over 5% in recent years, British TNCs started to invest hugely in the Indian Economy. KPMG was a mayor part of developing new strategies, introducing marketing schemes or helping doing PR work. 4. Needs and aspirations of consumers UK In the 21st century, becoming more diverse as a country and firm is key to success. Offering a greater variety of services could extremely diversify the firm to gain new clients. In the Tech-century, where London the capital of start up companies in Europe is, it might be very useful working close with start-ups together and helping funding their idea and company. Many smaller consultancy firms have a private equity department, offering start-up companies the needed support but also the money could mean that in the future there is no need for investment firms anymore. India The country is fairly similar to the UK. Tech Start-ups are playing a big role in the countries economy but also society. As the country is moving from a primary product dependency economy (developing country) to one of the super powers in the world, it would be really important for KPMG to get in contact with those small businesses, which could potentially chance the world in a few years. Supply: 1. Influence by availability and labour UK Investing Billions and Billions of Pounds every year into the wealth fare state over the last 30 years has provided the UK an extremely strong labour force. Introducing a law, which keeps students in full time education till the age of 18, educates the work force to a decent level. Nearly 20% of the population have a degree or higher, according to a study from the government. Due to the very high level work force, prestigious companies such as KPMG can choose their graduate trainees and consultants from top Universities to further improve their workforce. India- India is currently still more active in the primary and secondary sector, where a high level work force is not needed. However, India is going through a big change in their education system, the current government wants to abolish underage working, so that the economy can take more profit from a greater workforce. KPMG could take great use of that, investing in new education schemes, could provide the firm a loyal and enthusiastic work force. 2. Logistics UK Logistics are the planning, organising and movements of activities for certain tasks. The UK has great transportation links such as motorways, train lines or for longer distances plane routes. Many KPMG clients are taking such a big use of those transportation opportunities. Tesco for example needs to be able to get their food every day to its stores. India KPMGs clients such as Tescos have altered the chain logistics to cut food waste, making sure that no food goes to waste. Like in the UK, India has a revolutionary road system in the bigger cities, however due to the heavy rainfalls during the spring months, it is really difficult to set up well developed roads in the country side. 3. Profitability UK The service KPMG offers is very inelastic, meaning that as people/firms are becoming richer they wouldnt proportionately spend more money on advisory or consultancy costs. As KPMG is an oligopoly, their services are fairly similar to its competitors, meaning that KPMG cant use pricing strategies to increase its profitability. KPMG can increase its profitability by non-pricing strategies, such as marketing or RD. India Even in India, the services KPMG offers are inelastic, although not as inelastic as in the UK. Foreign firms setting up projects in India relying more on KPMGs services, as they sometimes dont have the needed knowledge of what is needed to make the project successful. 4. Government support UK The government subsidises KPMG as they are with over 15,000 employees one of the biggest employers in the UK. KPMG also help the government setting up projects. India The Indian government compared to the British doesnt have the capacity to support foreign firms. As most Asian countries want to be self sufficient, the government accepts the foreign firms but is often not willing to give out subsidies. Global interaction: 1. Levels and types of interdependence UK As KPMG is a service providing based business its assets are the employees. As KPMG International is split into the different country roles, many offices are working together to achieve the best possible outcome for the client. KPMG isnt dependant on any other party, such as suppliers. Although KPMG UK is trying to increasingly use the Indian link to reduce costs and increase profit margins. India India/Indian firms are majorly dependent on their exports. India has one of the biggest tech supplier firms, but also go to less developed countries to import suitable pieces to decrease their cost of production and increase their global efficiency. KPMG as a service-providing firm, is giving those export depending firms advice on how to operate in such ways. 2. Ownership of business UK Each national KPMG firm is an independent legal entity and is a member of KPMG International. Every firm in the group is responsible for its own obligations and liabilities. Simon Collins is a senior partner and the chairperson for KPMG UK. He is responsible for long-term growth and sustainability of the UK firm. These actions provide the firm leadership through the organisation and implement their overseas strategies. India Same as in the UK, KMPG India is run as an independent member of KPMG International. Although KPMG India (KSG) is well integrated with the KPMGs in the western world. KSG is able to offer a cheaper service, as a reason of lower standards of livings in India. It is often quite common that KGS employees are getting used for engagement progresses in the UK to increase profit margins. 3. Movement of capital and business operations UK The UK firm is KPMGs flagship in Europe. With the prestigious headquarter in Canary Warf is used as eye candy for clients but also competitors. KPMGs clients in the UK manage the whole European and West African financial markets, which allows KPMG UK to invest more in such expenses than other countries. As KPMG is operating in an oligopolistic market, they only have a certain price setting function. KPMG and its competitors rather try with non-pricing strategies to win the market. India As well as in the UK, KPMG tries to win through first impressions. With an enormous building in New Delhi, where KPMG is controlling the Indian market from. They offer the same services as KPMG in the UK does. KPMG India is steadily growing as a reason of great economic growth in India. M2 compare the challenges to selected business activities within a selected organisation, in two different economic environments. Similarities Differences KPMG is aiming to make profits in the UK and India, to maintain their headquarters and invest in future innovations. Diversity is one of the main aims at KPMG to grow and thrive as a firm. India has a complete different target market, with a population of nearly 1,3 billion, KPMG needs to satisfy clients on a complete different scale, size and cultural aspects, compared to the UK with a population of 65 Million. Having a great relationship between firm and client is really important in both countries. Being on one level with the costumer enables KPMG to make further business with the client in the future. Considering both countries GDP per capita, it can be assumed that KPMG has to set their prices on the Indian price level and couldnt justify the rates, consultants are getting lend out to clients in the UK. In both countries it is really important and highly valued to receive good client feedback and reviews. That helps KPMG to stronger their brand image and to back up their reputation. KPMG needs to set completely different advertising and marketing strategies. The UK is revenue see wise as KPMGs second biggest resource, behind the US. The firm in the UK has much more disposable money to spend on advertising than India does. Interest rates, set by the Bank of England and the Reserve Bank of India, are used to manipulate the economy and to increase consumer spending. As interest rates are at a 10 year low, it allows KPMG to borrow money at a cheaper rate and enables the firm to make greater investments, such as building a new headquarter. Although the competition is very hard in both countries, KPMG in the UK has to fight with the other big three firms in the market as well as smaller consultancies, whereas in India KPMG only has to fight with the other big consultancy firms, as it is not profitable enough for smaller firms to set up a headquarter in India. P6 describe how political, legal and social factors are impacting upon the business activities of the selected organisations and their stakeholders. M3 analyse how political, legal and social factors have impacted other contrasting organisations. Political:      Ã‚   The UK and its democracy are seen as very stable. Led by the conservative party with Theresa May as prime minister, the government provides its citizens, as well as their companies a welfare state. It is safe for companies, such as KPMG to invest in future project, without having to fear to lose their assets in a civil war. India has as well as the UK a very stable government. With a six recognised national party system, India is seen as one of the most popular democracies in the world. Unlike the UK, India has to fight majorly with a fluctuate currency, the Indian rupee. That doesnt give firms such as KPMG to make big investments, because major investments in such countries are often dependent on a stable currency. Both countries are trying to reduce their poverty and lift up their GDP per capita rates. India has difficulties with that, as the countryside is hugely dependent on its primary goods. It is very difficult to reduce its primary product dependency. Investing into states wi th high property is unlike for KPMG and many other big companies, as those countries are seen as too little educated. The UK has a fantastic infrastructure. London has 5 airports, which outlines excellent transport links to the capital. The government is planning to introduce the HS2 railway, which will enable KPMGs commuters to travel more efficient. India has a great and massively infrastructure, however big problems in the countryside. Monsoons and floods are natural disasters, which makes it difficult for the government to improve those transport links. Brexit has been the most recent political event that has happened to the UK and the long-term effect is still uncertain. The short-term effect was tremendous, according to the Bank of England; it was the lowest exchange to the Euro since the financial crisis, with a record low of 1 Euro to 1,09 Pound. The newspaper stated it as a disaster, but 8 months after the referendum how does it actually look. The Fin-tech industry with company such as TransferWise, is booming since the referendum. London is the capital of start-up companies in Europe and is close to overtaking Los Angeles and San Francisco. Major banks have stated their forecasts that the UK is unsafe to invest in the near future as a reason of fluctuating exchange rates, but so far there is no remarkable outcome. But to every sunny side, there is a rainy one too. The property firm Frank Knight, for example said that due to the Brexit referendum, foreign investors backed off trading deals because of the uncertainty. The house prices, according to the telegraph, The fall in house prices forecast for 2017 will bring prices back to what they were in the first quarter of 2016, is going to fall. The UKs infrastructure is spot on, great transport links between major cities and a free NHS, which allows everyone access to health care. Every year the government spends 142 billion pounds on the NHS. The Brexit referendum promised that the weekly 150 million pounds given to the EU would go straight to the funding of new roads and the health sector. Pharmaceutical industries, such as Novartis are taking profits from the NHS as the government is paying for all the medications. The company made revenue of 47 billion in 2014 and is still growing. On the shadow side of the NHS is the staff, such as doctors or nurses. They are getting hugely underpaid as the government is funding their salary. Long hours and too little breaks is one of the reasons for a strike once in a while. Most doctors are getting educated in the UK and then leave the country to go somewhere without a free health sector, as wages are higher. Legal: Ethnical is the UK one of the most cultural diverse countries in the world. In fact after the Second World War the UK experienced a big migration wave, were many people from the common wealth states entered the UK to seek for a better life. India experienced a human brain flight, meaning most academic families left India in the early 1950s. Well-educated Indians went abroad to take profit from the booming western economies and only saw a little chance to further proceed in the Indian society. Today, KPMG tries to employ people from all sorts of backgrounds, as diversity thrives an international operating firm forward. In general, the Asian countries are seen as competitive and efficient. From the early age, students in India get taught under high pressure and failing is inacceptable. Although, the illiterate rate in India is far higher than in the UK, as different laws keep students in full-time education till they turn 18. As Indias countryside is majorly depending on primary goods, such as cotton and Kashmir, most children need to help their parents during the harvest season and dont get a chance to attend school. KPMG offers different programs, where less privileged children from those areas get an opportunity to turn their back to those low skilled jobs. The UK gained tremendously from its common wealth states, such as India, Pakistan or Bangladesh. The economy got positively impacted from the foreigners not only because of the workforce they provide but also because of the cultural diversity. After the second world war was over, citizens from the common wealth states helped to UK shape how it is today; one of the strongest economical countries in the world. Every organization in the UK got impacted from foreigners, as they are willing to work hard in order to have a better life. Most recently, Uber is changing the whole human transport generation. Over years, taxis have been a solid rock in our society until Uber changed the whole game. Uber is an often cheaper and quicker method to get from one place to another. With fewer emissions it is an environment friendly way to travel. Uber closely works together with foreigners, as the firm believes speaking several languages helps communication with more people. No other country in Europe is as famous for take-away food as the UK. Due to the diverse culture in the UK, people from abroad brought their cultures with them and the UK grew through those different cultures. Social: The UK is seen as a fairly right wing economy, however many government policies are making the UK sliding into a more left wing economy. Providing a free health-care system and its progressive tax system is trying to reduce the social and income inequality between rich and poor. Having an increasing NMW also helps to secure the welfare of a state. KPMG is increasingly helping to close the gap between the rich and poor. The company for example is paying its low skilled workers the living wage not the national minimum wage. That gives those workers another 3 pounds on top of the NMW. India is very different in terms of welfare. Most Asian countries want to be self sufficient, therefore more left wing. However, the Indian economy is really depended on its foreign trade. Indians tax system is regressive, that often means

My Personal Philosophy on Education :: Educational Teaching Teachers Classroom Essays

My Personal Philosophy on Education One of the questions I was asked most while growing up was, "What do you want to be when you grow up?" Little did I know that I would continue to be asked that very same question all the way up to the age of 25. Who could possibly know the answer to that question out of the many possible answers? It seemed like everyone did besides me. I have had so many interests throughout my life, but just couldn't decide what I wanted to do the rest of my life. I have always loved to be around children, whether it be babysitting, teaching, or assisting in Bible School and Sunday School. Many people in my family are teachers, including my mother. They are not just regular teachers who carry that title, but they are teachers who mean something to their students and schools and possess that positive intuition that all students can succeed through hard work and determination. It wasn't until the summer of 2000 that I finally answered the question, that for so long I always dreaded to h ear. "What do you want to be when you grow up?" I finally could say, "I want to be a teacher." How wonderful six words can make you feel. It wasn't just finally being able to answer others questions, but the joy of knowing I'm going to be someone who can make a difference in a child's life. Teaching holds an honor that allows me an opportunity to instruct students in hands-on experiences, to develop an atmosphere for learning, and to create a positive influence on the children with whom I am entrusted. I want to teach elementary aged children. What should be taught in school varies from individual to individual. However, the student's best interest must be kept in mind while planning a curriculum suitable to their needs. I would really like to work with the third and fourth grades, but that could change due to having experiences with the other grade levels. After graduation, I would like to work towards my masters and earn a degree in reading. I feel that reading is the basis for all learning. After receiving my masters, I would still like to continue with my education and be active in teacher supportive groups.

Facts on Hamlet :: essays papers

Facts on Hamlet Title: Hamlet Published: It was written in the late 1500s. It has been on national stages since 1589, and the earliest known publications date back to the years 1600 and 1601. Biographical Information: Biographical Information: All though much is not known about Shakespeare the man, there is numerous speculations about Shakespeare the playwright. He was the son of John Shakespeare and Mary Arden. At the age of eighteen he married Anne Hathaway and had three children, Susanna, Hamlet, and Judith. William Shakespeare wrote thirty-seven plays and over one hundred and fifty poems which are renowned for their wisdom, knowledge of human nature, and genius Genre: Classical Drama Characteristics of a Genre: This is a dramatic tragedy, highlighting the fall of a great leader/character. Setting: The date in which the play took place is unknown, however it is believed to have been during the later parts of the 1500s during Shakespeare's life span. Although the exact date is unknown and to this day remains a mystery, the setting is revealed. The play underwent in Denmark and it's neighboring states. Characters: King Hamlet - The original king of Denmark who is Hamlet's father, and the husband of Gertrude. He is betrayed and murdered by his jealous brother, and later appears throughout the play to guide his son Hamlet in the quest for revenge and answers. He was Hamlet's father, and that was his relation to Hamlet. Hamlet - Son of Queen Gertrude, and King Hamlet, and later King Claudius (Who is his uncle). He is the main character who undergoes the most drastic changes of them all, psychologically. In the beginning he questioned all, but by the end after his journey had been cleared up he acted upon instinct and want, ultimately succeeding. Claudius - Jealous brother of King Hamlet, who acts upon his jealousy and dumps poison in the King (his brother's) ear and takes his life so that he may become king. He is now the father of Hamlet and the husband of Queen Gertrude. His jealousy and all around evil causes him to lose his life in the finality. He was Hamlet's uncle and new father, who was responsible for his real father's death.

Surgical Treatment For Morbid Obesity Essay -- Medicine Health Papers

In today’s society where good looks, physical fitness, appearance, and good health are used to measure success, confidence, and self-control, it is ironic that eating disorders are so prevalent in our culture. People are so concerned with how other people view their physical appearance that when they cannot meet their own or others’ expectations they often develop eating disorders. However, anorexia nervosa and bulimia nervosa are not the only types of eating disorders. Today there is an increasing number of obese people who suffer from overeating. These people find it especially difficult to have the kind of lifestyles that they desire. Obesity and associated medical complications take the lives of thousands of people each year. Many obese individuals are aware of current or possible medical problems, but though they have tried diverse measures to solve their eating problems by using suppression drugs, commercial diet programs, behavioral therapies, hypnosis, exercise programs, jaw wiring, etc., they usually regain the weight after it is lost. Surgical intervention, which started in the 1960’s, however, has gained increased popularity in the last 50 years as a means of controlling and maintaining weight loss for morbidly obese individuals. This paper will provide you with general facts concerning surgical intervention for obese patients, claims made by web sites, as well as evidence and results based on scientific findings. The goal for paper is to help readers understand the surgical procedures, the benefits and risks involved, and to answer questions that potential candidates for surgical intervention may have. Who Qualifies for Surgery? According to the SurgiLite web site (surgilite.net/Introduction.htm), although i... ... Bibliography Chandarana P., Holliday R., Conlon P., Deslippe T. (1988). Psychosocial considerations in gastric stapling surgery. Journal of Psychosomatic Research, 32 (1) 85-92. Garrow, JS. (1989). When to advise surgery for severe obesity. Postgraduate Medical Journal, 65 (759) 10-3. O’Brien., Brown WA., Smith A., McMurrick PJ., Stephens M. (1999). Prospective study of a laparoscopically placed, adjustable gastric band in the treatment of morbid obesity. British Journal of Surgery, 86 (1) 113-118. Reeves-Darby V., Soloway RD., Halpert R. (1990) Gastric bezoar complicating gastric stapling. American Journal of Gastroenterology, 85 (3) 326-327. Schauer PR., Ikramuddin S., Gourash WF., (1999) Laparoscopic Roux-en-Y gastric bypass: a case report at one-year follow up. Journal of Laparoendoscopic and Advanced Surgical Techniques: Part A, 9 (1) 101-106.

A Walk in the Night by Alex La Guma Essay

Born in 1925 Cape Town, Alex La Guma is a writer, a leader of the South African Coloured People’s organization and a Defendant in the Treason Trial. Graduated High school and then joined the Young Communist League in 1947. He then became a member of the Communist Party a year later. He wrote for the new age from 1955. He wrote many articles for fighting talk in which he captured the atmosphere of the trial proceedings. He was placed under 24 hour house arrest in 1962, and was detained again in 1963. In 1966, he eaves Africa and wrote novels and short stories and received the 1969 Lotus Prize for Literature. In 1972, he edited the Apartheid: A collection of writings on South African Racism by South Africans. He was considered one of the most South African’s major twentieth century writers. A walk in the Night was his first book based on a nature of District sex, Cape Town. La Guma was an important political figure as well. Being charged with treason, banned, house arrest ed and eventually forced into exile, he was chief representative of the African National Congress (ANC) in the Caribbean at the time of his death in 1985. South Africa is a country blessed with an abundance of natural resources including fertile farmlands and unique mineral resources. South African mines are world leaders in the production of diamonds and gold as well as strategic metals such as platinum. It was colonized by the English and Dutch in the seventieth century. The English domination of the Dutch descendants resulted in the Dutch establishing the new colonies of Orange Free State ad Transual. The diamonds in these lands around 1900 resulted in an English invasion which sparked the Boer War. Until the 1940’s, an uneasy power sharing between the two groups held sway when the Afrikaner National Party was able to gain a strong majority. Strategists in the National party  invented apartheid as a meaning to cement their control over the economic and social system. The aim of the apartheid was to maintain while domination while extending racial separation. Beginning in the 1960’s, a plan of Grand Apartheid was executed, emphasizing territorial separation and police repression. The Enactment of Apartheid law in 1948, racial discrimination was institutionalized. Race laws touched every aspect of social life, including a prohibition between marriage, between non-whites and whites, and the sanctioning of â€Å"whites only† jobs. The Population Registration Act required that all South Africans are racially classified into one of three categories: white, black (African), and or Coloured (mixed decent). In 1951, the Bonto Authorities Act established a basis for ethnic government in African reserves known as homelands. The homelands were independent states to which each African was assigned by the government. All of the political rights, including voting was held by an African who was restricted to the designated homeland. The idea was that they would be citizens of homeland and lose their citizenship in South Africa and any right involvement with the South African parliament. The homeland administration refused the nominal independence, maintaining pressure for political rights within the country as a whole. Nevertheless, Africans living in the homelands needed passports to enter South Africa. So they were basically considered aliens in their own country. Alex la Guma, very first novel presents the struggle against oppression by a group of characters in Cape Town’s toughest district and the moral dissolution of a young man who is unjustly fired from his job. Being published in 1962, La Guma has a high reputation that is based on his vivid style, his Coloured dialogue, and his ability to present sympatically and realistically people living under sordid and oppressive circumstances. This book reflects the plight of the South Africans and American blacks, a plight which has â€Å"symptoms† racism, segregation, and injustice. The novel depicts on a conflict between two main races; whites and blacks in 1950’s South Africa respectively. Being set in Cape Town in District Six, in one night in the late 1950’s, the time setting represents Apartheid in South Africa and depicts the abusive attitudes and methods of white South Africans against  their black compatriots. With the obnoxious system going on, there are ha rsh attitudes which the black community has to endure and on the hand it is a little opportunity given to blacks to lead normal lives. Michael Adonis and Willie boy are two main characters and they are set as the epitome of the unfortunate black youth; unemployed, apparently uneducated, and exposed at any moment to the abusive methods of police. Both of them try to find their way out to freedom but can’t they are stuck in delinquency. In the book, there are a lot of negative images of the Negro represented in the perception of the whites. Whites feel that they have the right to treat the blacks in any type of way they want regardless of what anybody says. Whites being the oppressor and the blacks being oppressed. This comes as a reflection of the attitudes of whites which express the feeling of exclusion, alienation, injustice, oppression, violence, humiliation and anything else that is biased in Apartheid of South Africa. Michael Adonis; a young man who gets off a tram and entering what later becomes the setting of the story: District Six. In the beginning, La Guma gives a strong description of what Michael looks like before telling us that he is an angry man. He is viewed as a young man who is easy to anger but is aware of his right to perform a natural function and is willing to work and does not indulge in theft and thugery as others might peg him for. As well he is a man with violent inclinations who nurses anger at length and is therefore prone to explode. Michael Adonis is a young man who is annoyed because he had lost his job for trying to use the restroom. African right to strike and trade union the white employers managed to secure cheap African Labor. In the novel, it depicts the poverty of the Coloured including the employed one. This was meant to perpetuate the African plight and improve the economic situation of the white employer and employee by guaranteeing them the African cheap labor and eliminating the African potential competition as though black South Africans didn’t share the same citizenship with the white South Africans. After being fired from his job, Michael enters a dirty Portuguese restaurant where he finds Willie boy. Willie boy, being another similar character that La Guma explains how he exposes the evil of apartheid. At the restaurant, he  also meets with three youths who inquire about another character called Foxy. Walking out of the cafà © Michael forgets about Willie boy and went about on his own. The psychological torture that blacks and Coloured in South Africa go through, they resort to alcohol, crime and prostitution. Here the characters are doomed because there is nothing they can do about their predicament. Michael stops at the cafà ©, hoping that by so doing he will purge himself of the shame and humiliation of his encounter with the white oppressors. At the same time he throws his cigarette down the pavement and immediately, there are two slum boys who are wearing ragged shirts and have horny feet scramble over it and the details that are described is important because it tells us about the squalor and it is an indication of juvenile delinquency. In contrast of this young boys, there are two policemen who stopped Michael down the street and demanded to know where he was heading to. They search him irrespectively and Michael goes off once more angry and frustrated. He was already in a state of anger because when talking to Willie boy, Willie boy rambles off about why he doesn’t work for white people. While searching Michael, they think he is bhang (drugs) on him. In this scenario, you can see that this is a clear case of police intimidation and harassment of the inability of a person of Michael’s caliber to have the freedom of walking without being stopped. After being stopped, Adonis enters the pub in District Six where a Jew called Mister Ike and he sells behind the counter. Michael orders wine to soothe his rage. Here you also see that Adonis relies on wine to control his temper which describes him as a volatile and unpredictable man. Leaving the pub, Adonis heads home and passes through dirty slums with narrow alleys. At this tenement he stops to watch a cat struggling with a dead fish. He is a man who hates the squalor but has no choice but to live in it. He meets a young lady name Hazel which is the â€Å"lady of the twilight†. He tried to grab her but fails and is left alone on the steps feeling lonely. Again here, he produces more anger and is feeling malicious. At the same time he encounters Uncle Doughty. During this time he helps the old man into his room, drinks his wine, tortures him to unleash his anger, frustration and loneliness, and then kills him. Doughty represents the whites because of his skin color, we can’t forgive Michael for hitting the poor old man who had done no harm to him. Here this is an example of inhumanity and a victim of dehumanization.  With this going on, Adonis sobers up and realizes what he has done and is feeling guilty. At this moment, he is afraid and bolts out the door being unsure of what to do next. Thoughts run through Adonis mind like â€Å"well, he didn’t have no right living here with us colors.† Adonis is a character who is not aware that skin pigmentation doesn’t matter and he equates color with privilege. Willie boy a character who is presented to us a flighty not too serious youth who does not care for work because he refused to work for whites. Also, he is a young man who loves to play the jukebox. Unlike, Michael Adonis, Willie boy strikes out as a layout. Willie boy does not hesitate to point out that he does not work for any white man and yet still survives. Willie boy visits the cafà © to drink cheap wine on credit and at the cafà © there are black girls who messes with the foreigners, in particular sailors of low breed, bringing to the fore the issues of prostitution. He sees one of the sailors fondling of the girls and him objects â€Å"These Jubas. They just messing our girls†¦I don’t like them messing our girls†¦to hell with them†. While we encounter Willie boy again, he is contemplating on getting a loan from Michael. Meeting Foxy’s group who likes ghosts keep turning up and finds Michael door locked. Willie boy try to see if he is in Doughtry’s room and there he finds the old man dead. At this moment, this is the beginning of his running although he is innocent of the circumstances. Through the realistic mode, the author advances the â€Å"cycle of violence† in South Africa that Willie boy has suffered from. Willie boy was beaten by Miss Gypsy and he has been in that type of violence since childhood. â€Å"His mother beat him at the slightest provocation and he knew that she was wreaking the experience upon him for the beating she received from his father†. Another major character is Constable Raalt. A police officer whose present duty is to patrol District 6. He is a Boer policemen who holds a humiliating estimation of the blacks and considers them primitive. Andries his partner is a man who is full of responsibility but is affected by the white collective unconscious that considers the white race as being the superior. So this makes him worried about the white reputation to be affected by the brutality of the white people like constable Raalt. Raalt drive around in a  police van with Andries and is bragging about the problems he has with his wife. Raalt hides his anger at his wife and it like a hard steel under camouflage paint. A guy who is very annoyed at Andries because he does not have similar marital problems. Constable Raalt is a malicious man who likes contemplating others people pains and he is unstable at home who cannot be stable on the job. Andries, the other driver of Raalt wishes that Raalt would transfer to a white are a to avoid his abuse of power against the Coloured. The violence that characterizes South Africa is shown through the character here. He is depicted as a very ruthless man who represents the South African society of white oppressors. Later on, when Willie Boy dies, he considered himself superior to blacks because of the terms he uses such as bastard. To quote Raalt: â€Å"no hotnot bastard gets away with murder on my patrol†. A close reading of A Walk in the night reveals the abusive methods of constable Raalt on the black citizens. Raalt has no respect for Coloured people and could kill them at will. He terrorizes the life of the Coloured people everywhere he goes. He went into the Club House with the aim of intimidating and extorting money from the Coloured man, Chips who runs the place. After Willie boy death, we witness two confrontations. The crowds accuses of Constable Raalt of cold blooded murder, but that is all they can do because Raalt is the law. The overbearing Raalt, the law with his gun, has had his taste of blood and does not care. He loads the wounded Willie boy into the back of the can and continues with his patrol. As Willie boy lies at the back of the police van, pain and nausea wracking his body, Andries is anxious to get the boy to the hospital, Raalt does not bother. Raalt was so concerned that he had his partner stop at a convenience store so he can buy some smoke. Here is where Willie boy traces back to his childhood of his bitter purposeless life all mingled up with his present situation and then dies. Another character that is introduce in the story is Joe. Joe is a poor person with hardly anything to eat. Michaels sees Joe and offers him a bob which is slang for beer. Joe turns down the offer and offer Michael some fish that he had picked up off the beach. One thing to understand about Joe is that he is an open handed person with a good heart even though he is poor. Alex la Guma sees him as a clean heart human being. Michael and Joe also have a  conservation about the segregation of beaches. The curse of segregation also inflicted nonwhites on a large scale; districts and even towns were not allowed for nonwhites to go to without having permits. The frequent absence of Jimmy La Guma at home when Alex was a little child, can be paralleled with the description of Joe’s Father for his family. Joe’s father’s description caused Joe to feel miserable and frustrated. However, the specificity of Joe’s peaceful character makes him able to accept his bitter re ality without resorting to violence. The environment of Black district is placed in sharp contrast with the conductive area where the whites live. The black majority live in the ghettos, in squalors, and in bad housing conditions. The contrast in racial desegregation is brought to the fore as the white oppressors segregate themselves from the Coloured people by living in cozy environments. La Guma presents the degrading conditions of the Lorenzo family who live in one room: â€Å"Four of their children lay sleeping in the narrow single bed against the wall on the side of the room. They slept under the one threadbare, worn, sweaty, blanket, and fitted together like parts of a puzzle into the narrow sagging space, two at each end of the bed.† Grace, Franky Lorenzo’s wife had to use â€Å"the tap in the latrine† to get water to make tea for her husband. This underscores the level of realism in South Africa. Also, here we have Franky Lorenzo who expresses his feelings of whites. On pg. 34, he quotes â€Å"They say, mos, it is us poor people’s riches. You got no food in your guts, and you got no food for your children, but you’re rich with them. The rich people got money but they got one, two kids. They got enough to feed ten, twenty children and they only make one or two. We haven’t got even enough for one kid and we make eight, nine-one a year. Jesus.† Being said, he said this because his wife Grace has an unborn child on the way and they cant even afford for the children they already have. He took his anger out on Grace and hurting her because he made it seem like it was her fault she is pregnant. During the pub scene, we are introduced to the taxi driver. A Coloured taxi driver who wants to awaken the consciousness of his community by conveying the idea that the white capitalist system is responsible for racism and  segregation in the country. The taxi driver represents the communist conviction of the author. He cannot explain it well because he is apparently illiterate, but his conviction is deeply rooted in him. When speaking about the violence of the whites against blacks all over the world, he puts the blame on the capitalist system. The last chapter of the novel is a cinematic rendition of what happens all over district 6 concerning the events and characters that are mentioned. Foxy and his gang go on to their mission, a cockroach waits for darkness to eat up the mess in Doughtry’s room and John Abraham tosses over, unable to bear his guilt; Frank Lorenzo snores peacefully as Grace contemplates the future life she is carrying and Joe heads for the sea. It is a sweep at the characters life and their hopes. Since 1948, The Policy of â€Å"Apartheid† of the South African Government has been one of the most publicized racial policies in the world, that both within and without the union just what the policy is all about has led to some confusion, misunderstanding and controversy. These advocates of apartheid see the separate development of the two major racial groups (European and Bantu). Apartheid has come to be a comprehensive social policy and it touches upon every sphere of social life in South Africa: politics, education, economics, religion, and so far on. The 1960 Sharpeville Massacre was the result of a peaceful protest regarding racist South African policies of apartheid. The enforcement of Pass Laws and the reissue of laws that restricted the movement of Black Africans in White areas in South Africa initiated a protest in Sharpeville. Pan African Congressional Leaders assembled close to 5,000 protesters to bring attention to such unfairness. The intent of the protest was for the South African government to rethink their Apartheid policies and abolish such practices. The protest mood was more â€Å"festive than belligerent† as the crowd moved towards the police station. It is here in which the response moved into the realm where the massacre was evident. The police response to the protest became the primary cause of the massacre.  The police assembled and used disproportionate responses to the protest. The use of low flying aircraft to seek to break the crowd up would be one such measure. The police’s response to the stone throwing of the crowds was the use of armored cars and shooting on protesters. Many of the protesters were shot in the back, indicating that they were trying to run away from the police and were still pursued. The reports of men, women, and children running from the police presence â€Å"like rabbits† only feeds the imagery of their being gunned down in such a callous and cruel manner. This brutality is only emphasized by the police commissioner’s statements about what happened in Sharpeville: â€Å"It started when hordes of natives surrounding the police station†¦If they do these things, they must learn their lessons the hard way.† In this statement, one can see the lack of regard for the life of Black South Africans, one in which state sanctioned violence can lead to massacre so easily. The setting of this novel is important because it brings out the social and moral decay of the society. The realistic depiction of gloom, rot, filth, and neglect is a powerful indication of the destructiveness of the Apartheid black environment of District Six, which affects the moods of people’s lives. The characters here are overwhelmed by the environment and are doomed to â€Å"walk the night† in frustration, uncertain of their destination, ambition, destinies, and purposes in life. Blacks of District Six cannot find a way out of their situation except unlawful behavior. Willie boy engages in petty crimes and violent acts in order to survive. Michael was illegitimately dismissed from his job and resorts to the membership of the gang of Foxy, Hendricks and Toyer, who specialize in robbery and petty crimes as well.

Flextronics Case Analysis

Flextronics Case Analysis Team Member: Kerry Cunningham, Feng Hu, Tian Tian, Shuo Zhang Nov. 5th 1. Cause of McCuster’s Dilemma Several organizational factors haves contributed to McCuster’s dilemma: First, the Flextronics’s decision makers failed to appropriately evaluate the ability and condition of the organization in bidding for Xbox project and assigning tasks. While it is enticing that this project would bring about good reputation as well as substantial financial gain, decision-makers should consider more than financial benefit1.Managers are paid to make good decisions not risky decisions or conservative decisions1: Flextronics decision makers was too optimistic about the project so that they promised Microsoft the IT solution Flextronics did not have yet despite the fact that it was Flextronics first global project and first foray into sophisticated software. This promise has put Flextronics in risks since now it has trouble coming up with the IT solution .Although group and external pressures (social, political, economic) impact the alternatives we select and biases we have in decision-making1, in Flextronics case, Flextronics could gain cutting edge and good fame from the succeed of the project, and many parties are closely watching this project, decision makers still needs to be objective when making decisions While Xbox project needs the two facilities designated to work closely, decision makers assigned the project to Mexico facility and Hungary facility, two groups that are both geographically and relationally distant.This decision has led to ineffective communication between the two facilities. Second, Flextronics’s CEO’s over stress on culture decentralization and the fact that Flextronics’s acquisition led to culture acquisition caused lack of communication1 and trust1 between facilities. Lack of Communication has led to different systems in two facilities. The two plants function separately and have the ir own respective cost control, this leading to conflict about which system to adopt.If the Hungary facility has communicated with the headquarter about which system to adopt in the first place, the headquarter would probably have suggested Hungary facility to adopt Datasweep like Mexico facility did, and Flextronics would not have this dilemma at all. Now that the facilities are having problem in switching system, they still refuse to trust each other’s system, they are even unwilling to communicate with each other about the system. This lack of trust and communication has worsened Flextronics’s situation. 2.Criteria in Decision Evaluation The most prior criterion in decision evaluation is whether the ultimate decision enables Flextronics to make profits in the long run. Since profit enables enterprises to survive and developlast. Profit is also the reason for the establish profit oriented enterprises. However, in individual tasks such as Xbox project, the priority ma y be developing cutting edge and enhance reputation rather than financial gain, but this project would be valueless if it cannot bring about financial benefit in the long run.The second most important criterion is customer satisfaction. In this case, customer satisfaction means whether Flextronics produces Xbox in good quality, right quantity, with reasonable price, and in timely manner. Flextronics also needs to meet Microsoft’s requirement in system adoption and production control. As Microsoft is an important customer and the project’s success could bring about substantial benefit for Flextronics, it is important to stick to the contract with Microsoft. Another important criterion would be whether the ultimate decision leads to good team work.Now that the Hungary facility and Mexico facility have inconsistency in production and refuse to compromise, decision makers need to come up with a solution to involve the two facilities in close cooperation, which is the key t o success in launching Xbox in two markets at the same time. As good teamwork in Xbox would lead to enhanced work efficiency and good example for future projects, it is important for decision makers to let the two facilities willingly reach an agreement. 3. Actions to Take In order to satisfy the criteria mentioned above, Mr. McCusker should take the following actions before he reaches a decision.First of all, in order to make sure the company can benefit from this project, he need make comprehensive analysis on every aspect including costs, potential profit, customer satisfaction and future influences on market share of all those three possible scenarios. The first decision alternative is putting Datasweep in both Mexico and Hungary. This fits to both the philosophy of Mark, the CEO of Flextronics and the requirement of Microsoft. Moreover, Datasweep is a scalable solution over Visual Factory, thus facilitating future projects on a global view.On the other hand, the cost is a big i ssue. Besides, the uncertainty to operate the new system may disorder the normal operation for Hungarian for a period of time. Well, decision-makers should consider more than financial benefit1. As this is a global project, McCusker should view it as a whole. If this solution does meet the criteria of the company, those two branches should share the total cost and profit. Furthermore, the Mexico factory should send some engineers who are familiar with Datasweep to Hungarian to make it operate well as soon as possible.Because the Xbox will be built first in Mexico, there is still some time for Hungary to adopt the new system. In this case, Flextronics will become more and more global-orientated and get ready for tremendous future projects. However, there is still some uncertainty exists, because the management team in Hungary is self-important. They are quite unwilling to switch and would only do so if the CEO commanded. They may have some psychological issues which will have bad eff ects on carrying on the project. The second one is to set up Visual Factory in Mexico.It will save a lot of money, which is a big issue in this industry. This system has been well self-customized by the Hungarian team and they believe that they have already discovered and fixed most of the bugs. But the fatal defect is that Visual Factory has no credibility outside of Hungary. It is extremely hard to convince Microsoft and the executives and IT team of Flextronics to trust this new system. Moreover, because of the build of Xbox starting from Mexico, time is another critical issue. The third option is allowing each branch uses their own software system. This will benefit both plants without any risk.Nevertheless, there is also a fatal drawback of this option that is it can hardly meet the basic requirement of Microsoft for a single software platform. What’s more, it lacks global synergies which will be a barrier for Flextronics to develop in the long run. The second action McC usker should take is talking to Michael Marks, the CEO of Flextronics, putting all three options and all the pros and cons of them according to the comprehensive analysis and asking for his advice and even help. In this case, this is indeed needed, though it is not recommended to refer to boss for help.Because this is a global project which need close cooperation of the big two branches, it’s hard for McCusker, the project manager, to deal with those senior executives. Furthermore, Humphrey Porter, president of Central Europe, and his team even claimed that they would switch to Datasweep only if Michael Marks ask to do so as an order. In this case, without the approval of Michael Marks, it’s useless for McCusker to reach any decision. The third one is to hold a conference with all the key people including Humphrey Porter, Matt Ryan, Jim McCusker, Mike Webb, Robert Dykes and Michael Marks.Because one of the biggest problems of Flextronics is lack of communication, this conference will help those key people in this project to know the situation better and build trust and familiarity among them1. After they consider and discuss all the pros and cons of every option face to face without any communication barrels, they stand a good chance to reach an optimal decision. A good teamwork among different branches would also benefit a lot for the future development of Flextronics as a global company.