Concrete Construction Assignment Example | Topics and Well Written Essays - 500 words

Concrete Construction - Assignment Example The joint if any, shall be carefully handled as the poor joining in the concrete process would result in weak spots which would become the locations of future problems in the channel. In order to ensure the flow of water with very low energy loss it is necessary to maintain the channel geometry in the construction. The machinery choice is also a very important component in the construction process. With a proper attachment for levelling and material lining activities the channel construction could be undertaken on a continuous mode (US patent,, 1984). This would help to maintain the required slope and the roughness condition the important criteria that influences the velocity of flow. The concrete mix design shall be prepared as per the design specification and if the construction need to be carried out in adverse condition addition of admixtures is necessary to facilitate the retention of properties of prepared concrete . Finally, proper curing of the concrete works is also required to have the better durability of the construction process. The foot bridge construction requires more care as it is indented to carry moving loads with supports given only at the locations as specified in the design document. The major components of the foot bridge , constructed over the diversion channel , are support piers at the ends and the bridge slab.

Theory of the Firm Essay Example | Topics and Well Written Essays - 2750 words

Theory of the Firm - Essay Example Although it is very difficult to suggest which, out of these two is a better structure, but one can clearly identify the merits of each structure. In the U-Form or Unitary form, organizations are broken up into separate departments for each process, for example, separate department for marketing, finance and production. The manager or head of each department reports to the chief executive of the organization, whose function is to co-ordinate the activities of each department, relaying the firm's overall strategy to them and being responsible for inter-departmental communication. Although, this structure is very efficient till the firm is of certain size, but it can lead to inefficiencies as the organization grows. These inefficiencies are: communication difficulties, coordination and control and it become difficult to manage the entire organization from the centre. Another structure which results in the firm being able to overcome these problems is called M-Form or multi-divisional form of internal structure. In this structure, the firm is divided a number of divisions. Each division could be responsible for particular group or group of products or a particular market. The day to day running and even certain long term decision of each division would be the responsibility of the divisional managers. Many people argue that M-Form is better than U-Form structure because it reduces the length of information flows. It also relieves the C.E.O of the coordination activities and he can focus on overall strategic planning. It also increases professional competition between the departments, which lead them to be more efficient. Each department runs as mini firm and try to utilize resources efficiently which increases the efficiency of the entire firm. (Lipsey and Chrystal, 2001) All these benefits that come-out as a result of M-Form structure lead many managers into believing that it is actually better than U-Form structure. But after careful and deep analysis one cannot say that it is good for firms of any size. If this structure is followed by an organization of small size than they would face various problems, such as, it can very bureaucratic with many forms of layers of managers. Managers might pursue goals that conflict with those of shareholders or head office. As a result, some companies in recent years have moved back from M-Form structure to much flatter U-Form structure. So, in the end we can conclude that M-Form is not better than U-Form structure. It is the situation and culture in the firm that is being followed determines which system is going to more useful for the organization and, one cannot say that M-Form is necessarily better than U- Form structure. In the end, we can safely conclude that M-Form or U-Form structure themselves are not the best, but it is the flexibility of the firm which makes any structure good or bad. Some times you need to have a flatter structure, whereas at the other times, decentralization works the best. I recommend that any firm that is governed with flatter and more responsive structure will do much better than the firm with big span of control, as it would make it easier to control the subordinates and keep check and balance on the firm's activities. ESSAY # 2 Structure conduct performance model is used to link various factors in the economic environment that affect the performance of the business. It also links the various

Psychology of Homer Simpsons Essay Example for Free

Psychology of Homer Simpsons Essay The Simpsons have been America’s phenomenal cartoon TV series that has a chilling resemblance to the typical family, if it would be viewed in a different angle removing the humour and exaggerations. The melodious opening song, Bart’s writing on the board, to the sofa antic just gives that tinge of spice to the expecting viewers. However, what usually catches the interest of the people is Homer. His credulous and sometimes sordid character ironically gives justice to the struggle of middle class families and perfectly depicts the role and challenges of a father who is facing the ordeals in the midst of a family crisis and his obligation as a citizen in the society.   A saying goes that the father is the home’s foundation. If that foundation would be weak, the family will collapse and disperse on the ground. He is the one that stands firm amongst difficult adversities a family faces and would be the source of their hope. Homer Simpsons heavy stature and obsession with Duff beer seems to exclude him from this description of this sturdy foundation. In Season 1, episode 3, Homer lost his job in front of his son in the Nuclear Plant. He became the common bum. He would lie on the sofa all day long, doing nothing and with a blank stare at the TV set, while Marge is working at a fast food chain on roller skates. He came to thirst for beer, since he was sober for a while due to lack of finances. With humour he searched for any kind of source for income including Bart’s piggy bank and going that low ,which wasn’t even worth it because it wasn’t even enough for one beer, he then came to a realization of what he has become. He decided on taking his own life by throwing himself in a watery grave. With a boulder around his neck he walked slowly towards the river. This action exhibited man’s reaction in time of weakness and lost of sight for ones purpose in life. However, he still managed to oil the fence upon going out, showing his compulsiveness of taking care of his own home. At the river, on the last minute he was about to throw away his life, his family came to the rescue. However, it turned out that it was Homer who would rescue them in the middle of the intersection from a speeding vehicle, and that is with a boulder hanging around his neck. The instinct of a father protecting his family came in stronger than his human weakness. Then, it dawned on him that the town needs someone to uphold safety around the place. He found his silver lining among the dark clouds. He went against even with his boss, Mr. Burns, just to be able to completely eradicate the town of danger. Mr. Burns even blackmailed Homer of giving his job back if he would just turn back on his own words about the plant’s safety. Homer almost gave in but his principles were as sturdy as his love for his family and community. Although, like water looking for its way back to the sea, Homer still got his job back and was still able to uphold his principle. He became the plant’s safety man. The seemingly ignorant and weakling personality of Homer turned out to be actually a shallow shroud that clothes his inner strength that brought hope and respect not only from his family but from his community as well. He secretly became a beacon to their hearts. He just needed that chance to bring it out of him.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Fathers have always been the icon of providing for his family. Since ancient times, these men are the ones that bring home the slaughtered meal after a dangerous and tedious hunt. Nothing has changed ever since except for the barbarism. Nowadays, the head of the families would still need to â€Å"hunt† for their income in order to provide for their pecuniary needs. Homer Simpsons is the kind of employee that slack-off during work, taking unscheduled doughnut breaks and seemingly doing his job but not actually serious about it. A provider, yes that he could be, but a good one is a dubious fact. In the first episode for season 1, a Christmas special of The Simpsons, Homer established the answer to this question. Mr. Burns joyously announced to the intercom that there is an increase in the safety of the plant but unfortunately no Holiday bonus for the mid-level workers. It saddened everyone, Homer on the other hand was still thankful because they had a â€Å"Christmas jar† that Marge has been keeping. But, little did he know that it was all spent on Bart’s surgery to remove the tattoo he just got. Upon entering the Simpsons home, he knew of the ordeal they are in. Marge had high hopes knowing that he had a Christmas bonus and Homer didn’t have the heart to break the news to his family, not with all those looks that are on tenterhooks. Homer, like our forefathers, hunted for a way to earn some extra income for his family, so that they won’t have to miss Christmas. He found one as a mall’s Santa Claus. He kept it a secret from his family in order to keep his family from worrying and his dignity as well. In a particular scene, it showed Homer going home from his Santa training exhausted and bad enough his sisters-in-law made a visit. Homer never did like them but because of his love for Marge, he still tried to be cou rteous and said his hellos. The gentleness, like any beast or man has, had been placed above the brute that he was. However, Bart discovered his clandestine accidentally but they made a bond not to speak of it. When pay day came Homer only got a measly $13. He got really disappointed but Barney asked him to try his luck on a dog race and take the chance of doubling his earnings. Homer refused for he didn’t want Bart to grow-up with that kind of values. It was Bart who encouraged his dad to take the risk because he believed that miracles happen to unfortunate kids especially in Christmastime. Thus, father and son embarked on the journey to try their luck. But fate made a twist on Bart’s little hope for miracle. The dog they made a bet on lost and so did their measly hope for their Christmas gifts. Broken hearted they went home. However , with a twist of event, the dog ironically named Santa’s little helper, was booted out by its owner and as fate smiled on both unfortunate souls, they found refuge in the arms of one another. Homer brought home the dog and it turned out to be the best Christmas they ever had. Homer indeed provided but not with mere money but with the gift of love for his family.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A father is also a source of wisdom and guidance. He is not just the role model in a family but considered as his children’s hero. A father’s advice is treasured like nothing else and he is remembered with it even until his next life.   Homer’s clumsiness and ignorant responses are attitudes wherein a person won’t dare to ask or even take an advice from. He would even sometimes strangle Bart whenever he catches him with his smart alecks. However, that is just a part of his comic act for humour sake. On episode 2 and 5, Homer exhibited the support, love and guidance an ideal father gives in spite of his once-in-a while shallowness. He gave his children a strong arm they can run to and a shoulder they can cry on. Homer handed down his advice as carefully as our forefathers handed down their gift of wisdom to the generations next to them.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Homer Simpsons is a comical proof of what human beings are in an ironic sense. Behind the humour and funny antics is the true father figure we have all known. He merely shows that there is always two sides of the coin, it could either be our bad or our good side. Homer Simpsons simply teaches us that we should never pass judgement to people by a mere look or by the way they talk, because their works and most of all their family might attest to their greatness above all.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      References Groening, M et.al Burkes,J. , Simon,S. (Producers). Copyright 1990. Gracie Films. Twentieth  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Century Fox Film Corp.(Distributor).

Product Strategy And Management Jet Airways

Product Strategy And Management Jet Airways On a bright sunny morning of May 2011, Naresh Goyal, the founder chairman of Jet Airways was going through the financial reports for the year ended March 2011 while having his regular cup of coffee. Jet Airways had posted losses for the quarter ended March 11 while it had posted a meager profit of 9.69 crores for the FY11 after three years of consecutive losses. The company was thinking of ways to bring the airlines back into consistent profit-making ways. The company currently offered three brands of airline services: the premium service- Jet and the low cost models- JetLite and JetKonnect. The companys main competitor in the premium space was Air India and Kingfisher while it had a lot of competitors in the low cost carrier segment. JetLite had contributed 75% to the groups domestic revenue in the June quarter but a lot of questions were raised about the logic behind operating two low cost models at the same time when such intense competition was there in the segment. Naresh Goyal had to take a decision soon about the future that his company should take in relation to these low cost models. Indian Airlines Industry Pre-liberalization Era At the time of independence in India, there were eight companies were in service within and outside the country namely Tata Airlines (renamed as Air India), Indian National Airways, Air service of India, Deccan Airways, Ambica Airways, Bharat Airways and Mistry Airways. In 1953, the government nationalized the airlines via the Air Corporations Act, 1953, which gave birth to Indian Airlines and Air India. Indian Airlines came into being with the merger of eight domestic airlines to operate domestic services, while Air India International was to operate the overseas services. Furthermore, the Act gave monopoly power to Indian Airlines to operate on domestic scheduled services ruling out any other operator. Air India became the single Indian carrier to operate on international itinerary excluding some routes to the neighboring countries which were given to Indian Airlines. Liberalization and Private Players Entry The services offered by the two state-owned airlines were not up to the mark. So, in the early 1990s, Indian government initiated liberalisation of Indian airlines industry and relaxation in rules and regulations for private players to operate in this industry. As a consequence to this the Air Corporations Act was repealed in 1994 and private players were allowed to operate scheduled services. In 1995, Air Sahara, Jet Airways, Damania Airways, East West Airlines, Modiluft and NEPC Airways were granted scheduled carrier status. But only four operators- Jet Airways, Air Sahara, Jagsons and Spicejet (previously operated as Modiluft) started operations by 1997 and continued to operate. Eventually, by 1998, at least six private airlines, East- West, Modi-Luft, NEPC, Damania, Gujarat Airways and Span Air were closed. The arrival of private players in the aviation industry improved the services offered by the players as competition created an incentive to improve services offered. By 2003, only two private carriers survived to see the sunrise of the new century, i.e. Jet and Sahara. The survival of Jet Airways could be attributed to its sound financial planning and extraordinary management team since its inception. Arrival of Low Cost Carriers In 2003, a major breakthrough happened in the airlines industry when Air Deccan started its operations as Indias first Low Cost Career (LCC). The arrival of Air Deccan gave competition to the extant duopoly of Jet Airways and Sahara Airlines. It also changed the fare structure in the industry from two-way economy and business class fares into multiple options of including check fares, web fares, APEX fares, internet auctions, Special discounts, corporate plans, last day fares, promotional fares etc. Since the entry of Air Deccan, the passenger traffic in the airlines industry has grown tremendously. In the next two years, Kingfisher, Spice Jet, Indigo, Go Air and Paramount also started as LCCs in India. The consolidation phase in the Indian Airlines Industry In 2007, Jet acquired Sahara, Kingfisher acquired Air Deccan and Indian Airlines and Air India were merged to form a single entity named Air India. A comparative account of aircraft movements, passenger count and freight in the first quarter of 2011-12 over that of the previous year is given in Exhibit 1. Company History Jet Airways Company founder Naresh Goyal completed his graduation in Commerce in 1967 and joined the travel business at the age of 18 as a general sales agent (GSA) for the Lebanese International Airlines. From 1967 to 1974 he learnt the intricacies of the travel business through his association with several foreign airlines. In May 1974, he formed his own company, Jetair (Private) Limited, to market other foreign airlines in India. When the Indian government reopened the domestic aviation market to private carriers, it provided an opportunity to Goyal who established Jet Airways (India) Private Limited in 1991. On April 1, 1992, Jet Airways was incorporated as an air-taxi operator in India. It started out its domestic operations on 5th May 1993. With an initial fleet comprising of 4 leased Boeing 737 aeroplanes, Jetairways soon expanded to include international operations with its maiden international flight from Chennai to Colombo. Jet presently connects 52 domestic destinations. Jet strengthened its position as the airline for the business community considerably during 90s. 80%of its passengers were business class passengers who chose its services because of its punctuality and excellent service. 95% of its passengers rated the airline as good or excellent. In March 2004, Jet Airways acquired license to fly over international routes and it presently connects 24 international destinations. Formation of JetLite and JetKonnect On 12 April 2007, Jet acquired Air Sahara for USD 340 million. Air Sahara was renamed as JetLite and was positioned to serve the segment that was emerging to be new customers of airline services offered at low prices. During the recession of 2008, Jet was facing falling revenues. Hence it decided to allocate some of its aircraft from Jet Airways to cater to the LCC segment as purchasing power of people was low at that time. There were regulatory delays in transferring aircrafts from Jet Airways to JetLite as these two had different operator codes. On 8 May 2009, Jet Airways launched a new low-cost brand called Jet Konnect to operate on sectors that had less than 50% or less load factor. Competitive Landscape In the phase from 2003-2006, the entry of Air Deccan marked a new point in Indian aviation: India had its first low cost/no frills airline. By matching aircraft fares with upper class railway fares, this was an era where passenger traffic went up and intense competition among the players started. Spurred by the success of Air Deccan, other LCCs such as Spicejet, Indigo, GoAir began operations. Air Deccan was acquired by Kingfisher airlines and became the LCC called Kingfisher Red. Some of the major players providing competition to Jet today are Indigo and SpiceJet. Kingfisher, which once used to be a tough competitor in the non-LCC segment is now a very weak competitor. Indigo Currently, this LCC is the market leader and the only profitable airline service in India. Their main focus is on on-time performance and service which are main consumer needs. Through this and a whole host of cost cutting measures, they have ensures that they remain profitable. The airline is on an expansion mode to other major cities of the country as well as international destinations. Indigo scores better than the low cost JetLite and JetKonnect on the service dimension. In terms of communication, Indigo ads focus mainly on their own time performance and the hassle-free experience. To break the ad clutter, Indigo differentiated its ads: it came up with an innovative ad picturised on the form of a Broadway musical. The ad also showed uniformed stewards and air hostesses in Indigos blue uniform which was a great way to portray their brand identity.  [1]   Kingfisher Owned by Vijay Mallya, its the most flamboyant airline in India and fares much better than Jet in terms of in flight and on ground services. It is a major luxury airline operating an extensive network and had expansion plans for regional and long-haul services. Currently, it is in bad financial health due to which its flights have been plagued by delays and as a consequence, its image has taken a severe beating. In terms of communication, Flying High was the tagline used in the Kingfisher video ad2 that exhibited liberation and flying through its picturization2. Kingfisher was positioned as a luxury brand and this was conveyed clearly through the video. However, similar to Jet, Kingfisher didnt release any video ad for the low cost carrier (Kingfisher Red) it started operating after acquiring Air Deccan. The luxury positioning of Kingfisher, which resulted in confusion when Red started operations, was one of the factors that was leading to its growing unpopularity. Its future, at least in Goyals point of view, looked bleak. Hence he focussed more on other competitors while strategizing for the future of Jet. SpiceJet It is Indias second largest low cost airline and third largest in terms of market share. It was originally started as Modiluft airways back in 1993 in partnership with Lufthansa. Over the years, it changed hands and got rebranded as SpiceJet and operates as a low cost carrier. SpiceJets communication focuses on the main attributes of the airline: service to unaccompanied minors, option of choosing your own seat etc. But, these features fall either in the categories of basic/performance attributes that any airline should have. SpiceJet hasnt taken any measures in their service to upgrade these features to the excitement category so as to be differentiated from other players. Tipping points in the history Sahara acquisition Spreading wings In year 2005-06, when Air Sahara was exploring the opportunities for private placements of its equity, several airlines like SpiceJet and Kingfisher showed their interest for stake in the company. However the deal couldnt be made because Kingfisher thought the price set was too high given the not so strong financials of Sahara. Later, Jet Airways came into the picture and showed strong interest in buying out the airline. This merger had several strategical objectives behind it: Jet will have a strong position in the Indian Airline industry with almost 50% of the market share. Jet would become the only private carrier to fly international with no competition for 3 years because other carriers were relatively new. And as per regulations, it would have needed minimum of 3 years of domestic operation before going international. Jet would have a complete dominance of parking bays and airport infrastructure. Jet could now easily increase its capacity without expanding supply. The merger happened in 2007 and Jet Airways branded Air Sahara as JetLite and positioned it as low cost carrier to compete against low cost carrier at that time. If we look at this merger strategy from Ansoffs matrix framework, we can say that the move was more of Diversification strategy. This can be justified by the fact that JetLite was positioned as low cost carrier as a new product for Jet (Jet was known as full cost carrier) and they targeted new market segment which was low cost. However, this turning point for Jet proved to be too costly as it moved from a profit-making airline to a loss-maker and hasnt recovered yet. (Refer Exhibit 2 for sales and profit trends). Jet Konnect Another Jet brand In year 2009, when Indian economy was not doing well, the international operations of Indian airlines were affected too. At the same time, Jet Airways was facing stiff competition from low cost carriers and JetLite was not doing well in the domestic market with just around 7% of market share. Thus in the same year, Jet launched low cost brand named Jet Konnect to fight with the low cost carriers on routes with higher passenger load factor. Instead of expanding the existing brand JetLite, the decision to establish a new subsidiary was to avoid the regulatory delays associated with moving excess aircraft from Jet Airways to JetLite which had separate operating codes. Jet Konnect offered no-frill services. Almost 3 years after its introduction, positioning of Jet Konnect seems to be working for the fact that 70% of all the seats that Jet sells in the domestic market come from Jet Konnect itself. But even after the introduction of JetKonnect, the company has been making losses. Thus, though Jet Konnect strategy may have helped Jet to retain its market share near 28%, clearly it failed to make a long term business plan. Issues- Increasing Sales; Decreasing Profits The financials indicate that sales have been increasing throughout the past 12 years, but the profits have not followed the trend. The company which had started to make increasing and positive profits since the internationalization of its operations in 2004, started showing declining profits that soon dwindled into losses after the acquisition of Air Sahara. Recovery from the losses has been very slow. Goyal wondered if this was because of the inability of transferring the synergies from Jets primary business of full service to no-frills service. Brand Confusion Goyal also wondered if having two low-cost brands was a good idea, as it could have possibly led to people not being able to differentiate between JetLite and JetKonnect. At the time of inception of JetKonnect it had seemed like the best option possible to earn revenues in a slowing market and it had to be implemented quickly without waiting for the settlement of legal issues of including Jets fleet under JetLites name. But now, thinking back, Goyal wondered if he had moved too fast. Brand Dilution Jet used to be considered a premium brand offering full services. With the extension of the name Jet to the new no-frills brands JetLite and JetKonnect, Goyal wondered if there has been a dilution in the brands equity. Ideally, JetLite and JetKonnect were meant to be downgraded versions of Jet. Did the market perceive it this way? Or was Jet being seen as an upgraded version of the low-cost carriers (and thus occupying only a second place in the mindspace of the consumer)? Has the extension resulted in cannibalization of Jet? The way forward- Alternatives Entry into LCC segment had started off the loss-making phase for Jet and the introduction of a new LCC brand hadnt helped the company make positive profits. If the LCC segment were to be still operated by Jet, streamlining the product portfolio of the group to offer the guests a single superior in-flight product in the full-service and low-fare categories respectively was the only viable option as seen in the alternatives he jotted down to be discussed with his strategy team. Merge JetLite and Jet Konnect; brand it as JetLite. Merge JetLite and Jet Konnect; brand it as Jet Konnect. Merge JetLite and Jet Konnect; brand it as a different new brand. Exit the Low Cost Carrier segment to overcome brand dilution. The next day, he put forth these to the team and asked for a solution to the issue at hand and a suggestion for the way forward. Analysis- Arriving at a solution After the meeting with Goyal, the strategy team split themselves into sub-groups: one analyzing the communications of Jets brands and one conducting market research to understand peoples brand associations with respect to Jet. They aimed to view the current position of the brands with respect to the value as well as price perceived by the market. Communications of Jets brands Jet Airways A set of formal ads was released in 2007, without any celebrity attraction [  [2]  ]. These ads focussed on the various attributes featured in the three classes of air travel, without any voice-over. The tagline used was Change the way you fly. This was followed by a set of TV Commercials (storyboards in Exhibit 3) released in 2008, starring Bollywood actor Shah Rukh Khan, for the First Class, Premiere Class and Economy Class of Jet Airways. The airline was positioned as a service-oriented one that took care of the little things that add to the good experience of the customer. In addition, there were hoardings speaking about connectivity as well as reinforcing the taglines of the video advertisements. An interesting case in point was when Kingfisher took an ambush initiative and put up a hoarding over Jets hoarding (that spoke about Jet having changed and asking people to visit their site to know more); Kingfisher took credit saying that it was responsible for the change. This was followed by GoAirs ambush of Kingfisher and Jet, by putting up a hoarding on top of the two existing hoardings, saying that they havent changed and still remain the smartest way to fly. This campaign resulted in publicity for all three brands. JetLite JetKonnect Not much of advertising was done for these two brands- a possible reason for the confusion between the two, prevailing among people. A few print ads for JetKonnect were released when the airline was introduced (Ref. Exhibit 4-a). One of them had personnel wearing the same attire as Jet Airways personnel. This was aimed at reinforcing the good service quality in JetKonnect (by linking it to the service of Jet Airways) but it resulted in brand dilution and cannibalization of Jet Airways, when a low cost carrier (JetKonnects ads spoke about Low Fares) was perceived to offer an equally good service. The print ad of JetLite (Ref. Exhibit 4-b) reinforced the low-cost feature by displaying the price (Rs. 1001) prominently, for a few domestic routes. Brand Associations Depth Interviews- Depth interviews conducted across six people in the age group of 22-27 who had travelled by Jet Airways, JetLite and JetKonnect. This segment was chosen because they would be part of the major class of air travellers in the coming decades. Questions were posed (Ref. Exhibit 5) to understand their requirements from airlines services and their views on the three brands that Jet had. The respondents could be classified into two major categories: Those who expect comfortable travel and service quality and are willing to pay for these Those who are very price-conscious and do not care much for service The people in the former category associated Jet with comfortable travel and thus preferred it for long journeys; those in the latter category did not associate anything exceptionally good with Jet. Some even felt that they were too high priced for the quality of service they offered. None of the people interviewed had seen the advertisements of Jet Airways with Bollywood actor Shah Rukh Khan starring in them. Some recalled seeing hoardings that spoke about good connectivity and some recalled the attire of the personnel and the logo. All the interviewed people used the online mode of checking prices via sites like makemytrip.com, yatra.com or cleartrip.com. Booking was made by some people at the respective airlines website while it was done by some others at the price checking portal. All were aware of the Jet Privilege Card program but only one was a user of it. Punctuality was a key expected attribute by all interviewees and all gave a positive feedback about IndiGo on that aspect. Jets brands were seen to be neither significantly good nor significantly bad with respect to punctuality. The comfort and quality-sensitive people gave Jet Airways a higher rating than JetLite or JetKonnect, while the price-sensitive people rated JetLite and JetKonnect over Jet Airways. No difference was perceived or observed between JetLite and JetKonnect. Is Jet an upgraded version of JetLite/Konnect (or) is JetLite/Konnect a downgraded version of Jet? From the customers ticket purchase behaviour (all of them used makemytrip.com or cleartrip.com or the likes), it was seen that they would first be shown the cheapest flights first (which is how those sites are programmed to function). Hence, a typical customer would first see JetLite / JetKonnects prices and then see the incremental price to be paid for Jet and then compare the price versus quality / extra features received from the full-service airline. Thus, it was observed that the LCC brands were becoming the anchor brands and Jet was seen as an upgrade. This was substantiated further in the analysis of a survey that was conducted (as explained below). A low-cost carrier being seen as an anchor brand is degenerative to the parent brand as brand dilution occurs and people associate even the parent with the LCCs attributes. Survey A survey (Ref. Exhibit 8 for the survey) of air travellers was conducted to identify the importance of various attributes to people and the rating of airlines on those attributes (Ref. Exhibit 6). This helped arrive at the Market Perceived Quality (MPQ) and Market Perceived Price (MPP) of the airlines relative to one another, which aided our comparative analysis and inferences regarding brand perceptions. Weight attached to attributes The attributes, in the order of importance, was seen to fall into 3 buckets. The first bucket has punctuality with a highest weightage of 21%. The second bucket has flight connectivity, baggage allowance and flight crews attitude, all with weights around 17-18%. The third bucket contains food-on board and in-flight entertainment with weights around 13-14%. (Ref. Exhibit 6-a). Punctuality has always been of paramount importance in any mode of transport. However, the interesting thing is the reduced weights given to the third bucket this was a direct result of the communication strategies followed by the low-cost carriers. Existence of Brand Confusion An MPQ as well as MPP analysis of JetLite versus JetKonnect throws up a score of 1.00, implying that there is no perceivable difference in the minds of the customer in terms of the two brands, leading to brand confusion and dilution. JetLite-Jet: Quality versus Price MPQ analysis (Ref Exhibit 6-e) of JetLite versus Jet shows that JetLite is only 89% of Jet with respect to quality, whereas an MPP (Ref Exhibit 6-f) analysis shows that Jetlites perceived price is 97% of that of Jet. Heence, people can easily perceive Jet to be priced only marginally higher than JetLite for a relatively better offer of quality. Hence they think that Jet is an upgraded version of JetLite. Indigo- Better Quality than Jet MPQ analysis of Jet versus IndiGo shows that Jet is marginally perceived to be of a lower quality than IndiGo, despite Jet being a full-service airline and IndiGo being a no-frills airline. This is indicative of the fact that people perceive punctuality (in which IndiGo excels) to be a very important quality. Thus a relatively new airline has managed to change the weight attached by people to punctuality, by showing them the value it can create for them by offering it. Perceptual Maps Also, based on the interview and survey responses, perception maps were constructed for airlines in India (Ref. Exhibit 7). It is seen that IndiGo offers very good price-value performance with respect to the top three attributes that people expect in airline service. No carrier operated in the Premium price-high connectivity quadrant, as it was not economical to offer full-service over short routes (that offer high / direct connectivity). Current brand name connotations (Lite signifies that it is a stripped down version of Jet; gives a negative connotation to the customer that he/she is losing some services of the original Jet airways) + (Gives the reliability of the parent brand, and the extension Konnect tries to point out to an additional attribute of connectivity, which according to the survey is highly valued) n/a (A name which would not include Jet in it) n/a Parent brand enhancement (A premium product and a stripped down product with the same brand name will lead to dilution) (A premium product and a stripped down product with the same brand name will lead to dilution) + (A name which would not include Jet in it; being a completely independent thing it would not tarnish Jets image with a low cost tag) + (Exiting from the LCC segment and just concentrating on the traditional segment completely eliminates the chances of brand dilution) Anchoring in the mind of the customer -Jet Airways versus LCC brand name (Jet is seen as the upgraded version of Jetlite (the perceived anchor, as shown in the analysis- Ref Exhibit 6-e,f)) (Jet is seen as the upgraded version of Jetkonnect, which is perceived to be the same as JetLite, (LCC is the perceived anchor, as shown in the analysis- Ref Exhibit 6-e,f)) + (With the LCC not having Jet in its brand name the first customer contact with Jet happens with Jet Airways and hence Jet remains the anchor brand) + (Completely exiting LCC, eliminates the whole threat of being anchored as a low-priced brand in customers mind) Recommendations by the strategy team The evaluation of the options indicates that the 3rd option (Merge Jetlite Jetkonnect; spin off with a new brand name) is the most viable, as it scores positively on all criteria. Currently the brands of jet are positioned as in Fig- 2. This can be modified to create a positioning map such that there are two different brands that are clearly separated, with distinct brand names that do not result in brand dilution or confusion. The positioning should be as in Fig-3: cid:[emailprotected] Fig 3: Current Jet Situation Fig 3: Jet after brand fusion Operational Recommendations for both brands of the company Punctuality- This is the most important attribute to the customers. Hence this has to be provided by both the full-service as well as the low-cost service airlines. Otherwise they would soon lose out to IndiGo. Connectivity- The new LCC brand should aggressively increase the number of directly connected locations to compete with IndiGo and SpiceJet. Communications- Clear and distinct communication strategy should be developed for both brands. For example, crew attire, colours in the print ads and such visible brand elements should be distinct, to avoid brand dilution. First Class Ad1 The description of the features such as a comfortable lie-flat bed, personal wardrobe, table for two and a door (that provides privacy) is done by a voice-over, accompanied by the visuals that show the protagonist experiencing them in an imaginary place of luxury, correlating each scene with the experience inside the flight. The comfort and luxury are communicated effectively and the ad ends with a tagline- Filled with the little touches that count and a written line displaying More than 400 international flights per week. Economy Class Ad2 The features- such as more space between rows of seats, more legroom (with a special leg-rest) and a cushion for back-rest- are shown as being enjoyed on board a flight by the protagonist, while a voice-over describes each one. The ad ends with a tagline Its the little touches that go a long way and a display of the words More than 400 international flights per week. Premiere Class Ad3 The features such as wider seats and more space for passengers are shown figuratively with a widening of a sofa on which the protagonist is seated and pushing the sofa down the room to create more space between the protagonist and another person. The features of a lie-flat bed and direct aisle access from all seats are shown in an in-flight environment. The possible absence of a figurative comparison for a lie-flat be  [3]  d could be to avoid confusion with the first class ad. The ad ends with the tagline Its the little touches that make a big difference and a display of the words More than 400 international flights per week. How frequently do you travel and for what purpose? While working- once in 3 weeks; purpose was official 12-13 times per year; personal(going home vacation) Once in 4-5 months; personal Do you have any preference for specific purposes; if so, why? Official- jet (to take advantage of frequent flier); Personal- Whichever is the cheapest(except Air India) Indigo over spicejet because of timely departure and arrival; likes jetlite as well because of the same reason; doesnt prefer jet because of food (as that adds to cost) Indigo any day- both personal business; punctuality is the best What comes to your mind when we say Jet ? Logo, nothing else High price. Jet was good once upon a time; Now, Jet doesnt give value for the amount charged Nothing premium; in-flight entertainment doesnt always work; food is the only differentiating factor, but it doesnt matter to me What 3 attributes make you choose JetLite over Jet Airways? Only Price Price, Punctuality (think Jetlite is better), Newer seats Only Price What 3 attributes make you choose Jet over JetLite ? Wont prefer; cost sensitive Will chose jet over jetlite in case there is no jetlite flight in that route+ if Jet travels quicker (can accept price that is higher by a max of Rs 1000) Only if I am not paying for it Have you seen ads of Jet? Remembers Hoarding; connects to (à ¢Ã¢â€š ¬Ã‚ ¦) ; (à ¢Ã¢â€š ¬Ã‚ ¦) flights to NY/SA; airhostess dress color; Yes; havent seen them in recent times; doesnt remember much Not recently; Kingfishers ambush-known due to prior academic input How do you book your tickets? Online-search for yatra coupons; Book the cheapest mode Check prices through makemytrip; book through the travel agent. Doesnt trust giving the card no. in the website Cleartrip.com site only Do you know about Jets loyalty programme? Yes; registered but didnt get the card /make use of it Heard about the reward points system from other people Yes; not a member as I dont fly regularly Do you perceive any difference between JetLite JetKonnect? If so, what? No Not much; jetlite has been more punctual and more sophisticated air crew; no change in food options No

Chaucers Canterbury Tales :: essays research papers fc

The Canterbury Tales is a great assortment of stories written by Geoffrey Chaucer. Each individual story is told by a pilgrim from the voyage to Canterbury. â€Å"The Prioress’ Tale† was a Miracle of the Virgin story, told by the Prioress. Another tale is â€Å"The Nun’s Priest’s Tale† which is a Beast Fable. Then there is â€Å"The Pardoner’s Tale†, which is an Exemplum. The genres of The Canterbury Tales help shape the entire story.   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"The Prioress’ Tale†, the Virgin Mary, Mother of Jesus, miraculously aids a follower in the time of need, which is also known as a Miracle of the Virgin tale. A few quotes from the tale support this, one is the following: â€Å"Where he lay face upright with throat slit, began to sing ‘Alma Redemptoris’ so loud, that all the place began to ring† (Chaucer 291). The little boy’s throat had been slit, but since the Virgin Mary had placed the grain on his tongue, he was still able to sing until the grain was taken away. Since the story shows the miracles that can happen when a follower is in the time of need, and how the Virgin Mary guides the follower, it proves that â€Å"The Prioress’ Tale† is a Miracle of the Virgin.   Ã‚  Ã‚  Ã‚  Ã‚  An Allegory â€Å"is the representation of ideas or moral principles by means of symbolic characters, events, or objects† (Stein 150). The little boy in the story is compared to Jesus, the son of the Virgin Mary. Throughout â€Å"The Prioress’ Tale,† she tells of the Jews and uses a allegory, and compares Jesus’ death to the little boy’s. â€Å"My throat is cut to my neck-bone,† said this child, â€Å"and according to nature, I should have died, yes, a long while ago; But Jesus Christ, as you find in books, wills that His glory endure and be remembered; and, for the majesty of His Mother dear, yet may I sing ‘o Alma’ loud and clear† (Chaucer 294).   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"The Nun’s Priest’s Tale† is a Beast Fable, or when â€Å"animals are given human qualities and are involved in clever tales that preach a moral lesson† (The Center for Learning 31). In the tale, Chanticleer is a rooster who is given human characteristics. He talks throughout the story, showing his human like features. â€Å"Here men may see that dreams are to be feared† (Chaucer 316). The entire tale tells the story of Chanticleer and his seven wives.

Henry Clay :: essays research papers

Clay was born on April 12, 1777, in Hanover County, Virginia. He was born to John Clay, a minister. His mother Elizabeth Hudson was After studying for the bar with the eminent George Wythe, Clay, at the age of 20, moved to Lexington, Kentucky, where he developed a thriving practice. He was blessed with a quick mind, a flair for oratory, and an ability to charm both sexes with his easy, attractive manner. That he loved to drink and gamble was no drawback in an age that admired both vices. Clay, ambitious for worldly success, married into a wealthy and socially prominent family and soon gained entry into Kentucky's most influential circles. While still in his 20s, he was elected to the state legislature, in which he served for six years, until 1809. Clay established his great reputation in the United States House of Representatives, where he served intermittently from 1811 to 1825. In his first term, he became one of the leading "War Hawks"—the young men whose clamor for hostilities with England helped bring about the War of 1812. Clay was selected as one of the commissioners who in 1814 negotiated the Treaty of Ghent, ending that war. In 1820-21 it was Clay above all who engineered the Missouri Compromise, quieting the harsh controversy that had erupted by maintaining an equal balance between free and slave states. Although he himself was a slave owner, Clay's views on slavery—as on most other issues—were moderate. He was thus able to command the support of men fearful of extremism.In the presidential election of 1824, after his own candidacy had failed, Clay threw his support to John Quincy Adams, whom the House early in 1825 elected as the sixth president. When Adams named Clay secretary of state, his Jacksonian opponents charged "corrupt bargain!" The charge was unfair, but Clay was haunted by it throughout his subsequent career. Although Clay was a practical politician of flexible rather than rigid beliefs, he did emerge as the great champion of the "American System." He called for a protective tariff in support of home manufactures, internal improvements (federal aid to local road and canal projects), a strong national bank, and distribution of the proceeds of federal land sales to the states.Elected to the U.S. Senate in 1831, Clay served in that body until 1842 and again from 1849 until his death. In 1833 he devised a compromise tariff that resolved the crisis brought on by South Carolina's attempt to "nullify" the prevailing tariff set by Congress.

New HR Strategy Makes Lloyd’s a “Best Company”

Bohlander discussed in chapter one. One of the biggest things I took from the chapter was evolution of HR managers from being a person consumed by company personnel matters to playing an active role in improving the business model a company has through innovation and providing advice to company executives. Ms. Black spoke of the need of Lloyd’s employees to be challenged in their work. In Human Behavior in Organizations, Sinclair, Cuttell, Vandeveer and Menefee write about how it is essential to provide employees with work that challenges them, because challenging work is viewed as being rewarding work, this in turn provides for an increase in employee motivation and makes them feel as though they are true stakeholders in the organization (pgs 50-51). Additionally, the workers cited community involvement and health incentives as reasons for their continued motivation. Clearly, these workers prove Snell and Bohlander to be correct when those authors wrote about the need for companies to be seen as being socially responsible and offer innovative incentives to keep their employees not only motivated, but wanting to work for a company (pgs 10,11,20,28). This ability to think outside the normal work paradigm of salary raises and promotions with regards to employee benefits backs up Blacks claim that HR managers will need to be able to see change and work within in that change. This is vital with the changing American demographics(Census Bureau) and the values that younger workers and different cultures have when it comes to work motivation and success. The idea of attracting these new workers highlights the concept of strategic thinking that Black spoke of to be successful in the new HR. From reading the case study, it appears as though Blacks strategy has been a success. It has been a success not only for Lloyds, but it appears as though it also successful for the employees. Often when one thinks about improving the company the image of layoffs, furloughs and other morale crushing decisions come to mind. It seems that these changes have positively changed worker attitudes, with Lloyds being ranked as one of the most desirable companies to work for. Even the website Payscale shows employees at Lloyds giving the company four out of five stars for workplace environment (Payscale). This recognition as a great place to work from respected media outlets like the Sunday Times can only help to recruit and retain the best talent for Lloyds. The ability for the employees to develop their career, and know that they can be rewarded for their work, has to provide incentive for those workers to make Lloyds a more successful company filled with happy, productive workers. Companies are finding that many advantages can be gained by going global. As with anything however, there are also pitfalls to entering into global markets to sell, or make items. If I were the HR manager for a company that is creating offices around the globe, I would lobby for each country to have separate culture specific HR policies. What works for American companies will not even work in many parts of France. Snell and Bohlander spoke of the French workers taking their managers hostage(pg 19). While such an action would be cause for termination without much protest in America, the French have a different attitude towards work relations. If another western nation has such a different outlook towards work issues, imagine the pitfalls inherit with going to Asia, Africa, or Latin America with totally different norms and societal expectations. Not only would it be a necessity to learn and become adroit in that cultures values and ways of work, you would need to ensure to meet compliance for all laws in that nation, which could be very different than our laws. The need for precise translations would be paramount to ensure that all employees know precisely what the companies expectations are and how the employees are expected to act and what they are expected to do. The power of â€Å"no† is immense. Employees, managers and executives alike need to be bound by the rules and regulations that run a company for that company to have success. Since I have not worked in an office environment, I am more limited in the potential conflicts that I could see arising where as an HR manager, I would have to be firm and follow the guidelines established by the company and their protocols. One instance I could see arising, that has happened in a school setting, is habitual employee tardiness. Many companies, in order to retain talent and keep their employees happy and motivated, have adapted flex time. The schools systems can not do this, as we have a set bell schedule. If an employee consistently asked to come in late, or leave early, the time would come when you would have to say no to the employee. Hopefully, the prior incidents had been documented so that you could prove you tried to accommodate the employee to the extent possible. If other workers notice what they see as another employee receiving preferential treatment, I imagine a cascading effect where the other workers would naturally insist upon being treated the same, or they may become resentful towards the company and the employee who seems to be treated differently. Any situation that violates company policy, or more importantly the law, must be told no. As an HR manager I am responsible for protecting the company, the executives and the employees. Recently at school we had an issue with coworker harassment and bullying. While I do not know the specifics of that incident, I do know that if the administrators or anyone from the Board of Education had received information about the issue, they would have to explain to the parties that such things are not acceptable, damage the school community and open the possibility of civil litigation. Whenever a potential conflict exists that could violate company procedure, or the law, HR must be firm and stand by their convictions and ensure that all workers are treated equitably and fairly.Works Cited Barnes, N.G. (2010, Spring). How do the most successful companies use social media? Marketing Research, (10). Retrieved June 1, 2013 from http://www.marketingpower.com/ResourceLibrary/Publications/MarketingResearch/2010/1/Tweeting.pdf Payscale. (2013). Retrieved on June 1, 2013, from Payscale website: http://www.payscale.com/reasearch/UK/Employer=Lloyds_of_London/Salary Reinhart, C. (2013). The Relationship between Marketing and Human Resources.Houston Chronicle. Retrieved June 1, 2013, from http://smallbusiness.chron.com/relationship-between-marketing-human-resources-10287.html Sinclair, G., Cuttell, D., Vandeveer, R., & Menefee, M. (2002). Human Behavior in Organizations (4th ed.) Boston: Pearson Custom Publishing. Snell, Scott & Bohlander, George. (2013) Managing Human Resources. (16th ed.) Mason, OH: South-Western. U.S Census Bureau. (2013, May 15) Population Projections. Retrieved May 30, 2013 From the World Wide Web: http://www.census.gov/population/projections/data/national/2012/summarytables.html