What is Truly Happening with Samples of Nyt Essay

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My Strengths And Weaknesses Of My Writing - 977 Words

Have you ever cleaned out your closet and found many items you never knew you owned? That is the way English 101 felt to me. I learned important skills and techniques that I will maintain even though the course is over. I will be constantly improving what I have learned—meaning I will work to carry about my strengths and eliminate my remaining weaknesses. English 101 has helped me grow as a reader, a writer, and most importantly a person. My writing has progressed during the term by becoming more specific and sophisticated on an analytic level. I have learned to closely observe what I am reading or researching; this helping to improve the credibility in my writing. When the grades were passed back for the first minor writing, I was highly dissatisfied with the grade I received. In high school, I always got excellent grades on my papers; making it hard for me to accept the challenge that was now presented in front of me. After sitting down and figuring out my mistakes, I realized I was an extremely general writer. I forgot to include multiple details that were necessary for the readers understanding—as it was difficult for me to analyze writing from another perspective. My first minor writing paper was titled â€Å"A healthy Friendship† and it explained a paradigm shift that involved one of my current best friends. This was my weakest writing by far. After I revised the paper and still did not receive my ideal grade, I knew I would have to work incredibly hard in this collegeShow MoreRelatedMy Strengths And Weaknesses Of Writing823 Words   |  4 Pagesaware of writing errors such as grammar, spelling, punctuation and avoid plagiarism. Masters level writing is different than other forms of writing and students must be able to address to an academic audience. APA formatting is also necessary for all assignments whether writing papers or submitting power point presentations. I will provide a summary of all feedback received from my instructor in Weeks one, two, and four from my individual assignments. I will present my strengths and weaknesses in writingRead MoreMy Strengths And Weaknesses Of Writing926 Words   |  4 Pageschild with no skill in writing what-so-ever. I could not format a sentence, let alone a paper, to save my life. Writing was a whole new world, both frightening and exciting. There were so many possibilities I had yet to see and a great many things I had to learn. My strengths and weaknesses in writing have changed drastically since I began my high school English classes. In regards to the analysis essay assigned to my class regarding John Steinbeck’s â€Å"The Pearl,† my strengths contributed highly toRead MoreWhat Are The Strengths And Weaknesses Of My Writing1370 Words   |  6 PagesConsidering my essay and rubric there are some strengths and weaknesses. In my essay, i felt like the setting of my story was good as well as the body of the essay. What i mean by this is by my choice of words, variety of verbs, format, and how easy it is to read. The overall quality of my writing in my opinion was the best part. I feel like the details I used really gave my paper character. Details such as how I used to write on a lot of the things I owned, how in the sixth and seventh grade I wroteRead MoreStrengths and Weaknesses Essay844 Words   |  4 PagesStrengths and Weaknesses Throughout the Mid-SEE I have written reflections on my writing and participated in group activities. I have received comments back from my peers and suggestions to help with revising my paper. With the help of my professor, Professor Church and my classmates, I was able to comprehend their suggestions to me to make my essay better and by revising my classmate’s essays, I was able to point out mistakes that I might have made in my essay, which made myself go back to myRead MoreFootball Reflection Paper773 Words   |  4 Pagesfootball player. I started 2 seasons ago, and am on my third. As with anything, I have strengths and weaknesses when playing football. But I have to work with these if I want to be a good football player. My experience with football also can relate to ELA and my strengths and weaknesses there. I started football because I felt I would be good at it. I was good in some aspects, but some I was bad in. An aspect I was good in was my physical strength. 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Strengths help me excel in my read/write, but the weaknesses do bring me in a stump at times. When writing an essay, you can have a very high vocabulary, but not have the best of grammar. The good thing about weaknesses is that they can be worked on to be made into a strength. ManyRead MoreGraduation Speech On The State Exams1460 Words   |  6 PagesThroughout the 15 years of my academic career, academic writing has become a much larger part of the curriculum. The writing assignments have gone from simple, one- line sentences describing a picture to a simple, 3- paragraph persuasive essay on the state exams in high school; all the way to a 25 page comprehensive research essay during my freshman year at East Stroudsburg University. As the years and assignments progressed, I de veloped a set of writing weakness and strengths that still shape the wayRead MoreMy Strengths and Weaknesses806 Words   |  4 PagesMy Strengths and weaknesses Everyone has must have some strengths and weaknesses. Some people know how to handle their weaknesses in the right way. Others keep hiding their own weaknesses and they do not want any help. I am one of the person whom has been keeping my weaknesses inside and hiding all the time. I realized that I need to change by getting help and overcome my fear because my weakness has been bothering me and keeping me away from my success. The strengths are the talents and the hobbiesRead MoreMy Strengths And Weaknesses Of An Effective Student988 Words   |  4 Pagesand use their current strengths and weaknesses to create a game plan that will help them be an effective student. Personally, I think this is a great tool because it helped me identify what my strengths are. Since I identified more strengths than weaknesses I saw this self-assessment as a motivation tool. In this lesson, I learned that there can be patterns to your strengths and your weaknesses (Bethel University, 2014). This ess ay will go over what my strengths and weaknesses were, after taking

Management Comparison Careful Market Analysis

Question: Describe about the Report for Management Comparison of Careful Market Analysis. Answer: Introduction The route towards establishment and progress of any business is mediated with the effectiveness in management. This includes a careful market analysis, creating employment, achieving market competitive, and managing the price negotiation to increase profitability (Dumas, 2013). In the present contemporary business, there also exists fundamental corporate responsibility such as sustainable measures for environmental protection, protecting the community members and offering them perspective development opportunity, and remaining ethical in conjunction with competitiveness and business promotion (Loorbach, D. and Wijsman, K., 2013, pp.20). Of note, the most important aspect of the business is accurate planning to implement the visionary objectives into real practice and achieve the organisational goal. Likewise, other essential requirements include effective communication, risk identification and assessment, resource management, and understanding the market dynamics as well as customer orientation are also critical for the organisational success (Loorbach, D. and Wijsman, K., 2013, pp.20). In the present report, the focus is made with reference to comparison to two companies (i) CSL global biotherapeutics company (https://www.csl.com.au/about); and (ii) Macquarie financial service company (https://www.macquarie.com/au/personal). The key emphasis is to understand and analyse the vision, strategic implementation, and fundamental strength of the companies that in turn are responsible for their success. In addition to the described points of business analysis, the declaration made by the mentioned organisations with respect to their core purpose and business procedure will also be compared and contrasted. Details of CSL Global Biotherapeutics The prime objective of this company is to supplement novel and innovative biotherapeutics that can provide symptomatic relief and recovery from life-threatening health complications. The company retains its major facility in a multinational location including UK, Switzerland, Germany, Australia, and the US (Park, 2014). CSL is operative with a total number of employees approximately 16,000 working in these areas. The key expertise of the company is reflective with medicine and vaccine pharmaceutical, which include blood products, immunohematology, influenza vaccine, and antivenom agents (Kirschbaum and Lee, 2013, pp.403). With the above points, it is reflective that must of the companys focus is on the research and development sector with the objective to comply with the national and international regulatory compliances. Likewise, to the internal of the organisation, maintaining values and offering an accurate platform to the employees is the key to their success. Outside of the environment, their service commitment for improved medication and therapeutic measure helps them in achieving the marketing competitiveness (Bushell-Embling, 2013). In addition to this, operating responsibility within the marketplace and ensuring safe and high-quality therapies are the critical factor that helps them in managing their brand name and market attractiveness. Details of Macquarie Bank Limited Macquarie Bank Limited is a global company that offers banking, advisory, asset management, trading, and retail financial services. The company was founded in 1970 with headquarter located in Sydney with more than 15,700 employees across the globe in 28 countries. The company achieves market competitiveness with cheap interest rate services like banking, credit cards, investment solution, vehicle, and home loans. It is the informed, professional, friendly, and reliable service by the company that marks its difference in terms of offering an innovative financial solution to their customers (Kohn, 2012, pp.114). The mentioned multinational company has its footprint in the market with financial services as well as the consultancy support to the organisation (Cummings and Durrani, 2016, pp.23). Additionally, the strength of Macquarie is also reflective with excellent customer service management that takes into consideration of individuals financial expectation, service demand, and consultancy support (Avkiran, 2015). Values within the organisation Valuing the core strategy and work procedure within the organisation is important to make a distinction between competitive and rivalry companies. In addition to this, valuing is also indicative of implementing procedures, objectives, and strategies such that every activity can be surmounted with the aim to achieve organisational objectives (Mir and Pinnington, 2014, pp.202). CSL biopharmaceuticals Teamwork is reflective with long term and immediate pandemic preparedness of this company. In addition to the production, quality, and innovation to the product line, the company also invest in strategic planning for marketing process. Communication practice is another important criteria for organisational success, which is reflective in terms of collaboration, distributors, and retail supplies (Evens and Kaitin, 2014). Additionally, managing the quality and regulatory compliance is also an indication of effective employee contribution to routine work procedure. Client involvement is not reflective in direct terms, but the indirect impact is evidenced by community health burden, pandemic condition, and price factor of products (Monahan, 2015, pp.33). Macquarie Bank Pvt. Ltd. The first criteria of teamwork is reflective with service management and customer services. The service delivery attitude is also reflective of the communication practices, in the form of direct client communication, blog, and financial reporting (Guo Cummings, 2016). Other than on-time delivery and immediate finance transfer service are also the key criteria of their business solution. Notably, the use of technological tools such as internet banking, wire transfer, credit and debit ventures, and on-line service are vital services offered by the company (Kohn, 2012, pp.114). Client involvement is thus reflective to be the most valuable tool in this consideration. The customer service management as discussed in the above section is one of the strong points that manages brand popularity and customer attractiveness for Macquarie across the globe (Avkiran, 2015). Corporate social responsibility/sustainability CSL biopharmaceuticals - Timely delivery and supplementing the market requirement of therapeutic agents is also a strong point of this company. Caring for employees is also reflective with continuous engagement into the innovative product development and research engagement. This activity measures reflective effective corporate social responsibility objective of community development. The sustainable development in conjunction with economic growth is managed with product development and innovation into the products. The sustained corporate social responsibility of CSL is reflective in their mission to supplement the medical therapeutic requirement of the community (Evens and Kaitin, 2014). This includes supplying the therapeutic demand of the market, investing in research, and complying with regulatory affairs. Environmental action is also linked with effort in maintaining the regulatory compliances and their preparedness for pandemic conditions (Monahan, 2015, pp.33). Macquarie Bank Pvt. Ltd. The financial impact is measured with customer requirement in terms of financial solution, corporate finance management, counselling service, and seeking cost-effective banking solution are the key criteria (Guo Cummings, 2016). This is also indicative of sustained economic development for individual as well as corporate across the globe. The continuous environmental action is accounted with activities like charitable function, donation for a reduction in global warming cause, and promoting loans to government agencies for sustainable causes (Avkiran, 2015). How CSL and Macquarie manages stakeholder engagement The organisational success is also measured with reference to their market existence and competitiveness. CSL is recognised for its breakthrough product offers support in haematology complication and influenza immunisation. The company is also involved in the partnership and research collaboration with Novartis Pharmaceuticals Company, such that innovation and novelty in drug development and delivery efficiency can be managed (Park, 2014). Providing accurate and updated financial reports to the investor and accessibility to the quote table and price chart to the distributor, retailers, and customers is another key strategic implementation to account stakeholder engagement (Bushell-Embling, D., 2013). Macquarie, on the other hand, offers low-price and high-quality financial services to its customer. They focus more on transparency and providing counselling support that marks a significant presence for financial solutions in the market. According to CEO, Nicholas Moore, supplementing the information for financial assistance to customers is the key to success in the said industry (De Jong, Loudon and Choo, 2016). Additionally, the company is also sociable with technological implication into the routine business procedure. Use of internet, mobile apps for Android and Windows platform, an online forum for discussion, displaying information on blogs, and offering telephonic consultancy are some of the superior technological strategies in the present contemporary business management and customer service (Tuckett, 2015). Other than this, the company also believes that managing a healthy workplace environment is also essential for excellent service management. This is reflective with hiri ng competent and skilful employees, implementing optimal leadership and communication strategies, and rendering motivational strategies to promote employee and acknowledging performance. SMART objective CSL biopharmaceuticals The vision is specific in terms of supplying blood and immunological product to the market. The key strength of the organisation is based on research for blood and haematological product that were formulated by in-house and collaborative organisations. The measurable objective is reflective with a business operation that relies on Behring, Plasma and Serious division. Mainly, the plasma unit occupies more than US$24 billion revenue by virtue of marketed products. The research activity and the market analysis is thus based on supplementing the corresponding demand as well as in pandemic preparedness condition, which has been achieved with the market points (no. 2) for influenza vaccine provider and a leading company for plasma-derived products. This outcome and the corresponding market popularity in Australia, New-Zealand, Hong Kong, Malaysia, and Singapore is also representing the realistic approach adopted by the organisation. Of note, the timeliness is maint ained with the in-time delivery of product to distributors and retailers. Macquarie Bank Pvt. Ltd. The specific objective is linked with offering financial services within Australia, Asian, UK and US communities. The measurable standard is reflective with the total assets of US$92.94 billion assets. In particular, this organisation is much focused on technological implementation into routine work procedure and frame robust strategies for communication with the customers. These planning and enforcement measures are worthier as they help in achieving customer attractiveness and managing competitive success in the market. The realistic approach of organisations work procedure is reflective in terms of blogs, financial report, and service management offered to the customers. Lastly, the timeliness is thoughtful with reference to accuracy in delivering service measure and maintaining a healthy relationship with the customers (De Jong, Loudon and Choo, 2016). Believable and Add Value Critical engagement of CSL biopharmaceuticals can be clearly demonstrated with their activity such as (Bushell-Embling, 2013): Preparedness for pandemic disease and infection with their in-house research and development units. Collaboration for product development and marketing promotion, with other companies like Novartis and Lupin Pharmaceuticals (Park, 2014). Complying with national and international standards, mainly the standard pharmacopoeia and US-FDA regulations. Implementing the standards for values, ethics and code of responsible business practices in the routine work procedure (Bushell-Embling, D., 2013). Minimising the impact on the environment and supporting the patient, biomedical and local communities, as a part of the corporate social responsibility. Key activities of Macquarie Bank Pvt. Ltd. that marks this companys potential in the financial sector include (Avkiran, 2015): Offering advice and consultancy service to customers facing financial hardship. Following the regulations by local, national, and international financial bodies. Accountants and financial analyst of the companies offer an innovative financial solution, wide to the individual, retail clients, corporates and counterparts across the globe. Offers rewards and profit share to shareholders to maintain financial flow continuity. Having partnership, collaboration, and acquisition with companies like Condor Ferries, Fox-Pitt Kelton Cochran, Tristone Capital Global Inc., and Delaware investments (Cummings and Durrani, 2016, pp.23). In addition to the principal investing group, companys network also include corporate affair group, risk management group, market operations and technology consultancies. References: Avkiran, N.K., 2015. A Multiple-Stakeholder Perspective on Bank Performance Measurement. Available at SSRN 2560159. Bushell-Embling, D., 2013. Biotech news. Australian Life Scientist, 10(5), p.46. Retrieved from https://search.informit.com.au/documentSummary;dn=804481089621999;res=IELAPA Dated 06 Aug 2016. De Jong, P., Loudon, G. and Choo, W., 2016. Monitoring Risk in the Financial System Using Time Series Methods. CIFR Paper, (091). Dumas, M., La Rosa, M., Mendling, J. and Reijers, H.A., 2013. Fundamentals of business process management (Vol. 1, p. 2). Heidelberg: Springer. Evens, R.P. and Kaitin, K.I., 2014. The Biotechnology Innovation Machine: A Source of Intelligent Biopharmaceuticals for the Pharma IndustryMapping Biotechnology's Success. Clinical Pharmacology Therapeutics, 95(5), pp.528-532. Guo, Y. and Cummings, J.R., 2016. Effect of Too-Big-to-Fail Subsidies on Bank Borrowing Costs: Australian Evidence. Available at SSRN 2731106. Kohn, M., 2012. Taxation law: Clarity on tax treatment of consolidated groups-Macquarie Bank Limited. Keeping Good Companies, 64(2), p.114. Kirschbaum, N. and Lee, T., 2013. Regulatory Activities Associated with Production and Commercialization of Plasma Protein Therapeutics. Production of Plasma Proteins for Therapeutic Use, pp.403-411. Loorbach, D. and Wijsman, K., 2013. Business transition management: exploring a new role for business in sustainability transitions. Journal of Cleaner Production, 45, pp.20-28. Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217. Monahan, P.E., 2015. Emerging genetic and pharmacologic therapies for controlling hemostasis: beyond recombinant clotting factors. ASH Education Program Book, 2015(1), pp.33-40. Park, A.J., Patent, L.A., Mark, T., Diagnostics, A., Leibler, A.B., Pty, A.B., Blood, A.R.C., Network, B. and Daily, B., 2014. Corporate, institute and associate members of AusBiotech. Australasian BioTechnology, 24(1). Retrieved from https://search.informit.com.au/documentSummary;dn=432443813566171;res=IELAPA Dated 06 Aug 2016. Tuckett, A., Wintersà ¢Ã¢â€š ¬Ã‚ Chang, P., Bogossian, F. and Wood, M., 2015. Why nurses are leaving the profession lack of support from managers: What nurses from an eà ¢Ã¢â€š ¬Ã‚ cohort study said. International journal of nursing practice, 21(4), pp.359-366.

Strategic Management Company Easy Jets Strategic Analysis

Introduction The airline industry across the world is characterized by stiff competition. Every player is doing everything possible to acquire the biggest market share and have an advantage over competitors. Business executives in this industry treat strategic management as an important aspect of making a business succeed.Advertising We will write a custom report sample on Strategic Management: Company Easy Jet’s Strategic Analysis specifically for you for only $16.05 $11/page Learn More This is not unjustified; a critical analysis of the market reveals an array of strategic management tools used by the various players in the industry to keep companies afloat, giving them an advantageous edge over others. This report analyses UK’s airline industry, and how it affects Easy Jet’s strategic management. The industry’s current and future Macro environment The leadership of any profit oriented company is always concerned about the c urrent trends in the environment in which it operates. The UK government’s decision to increase corporation tax has affected the operations of many airlines, with some such as Ryanair opting to move their operation bases to other locations (Mintel, 2011b). The recent global economic problems affected most economies in the world, including the UK. The credit crunch slowed economic growth in many countries, with most posting a negative growth curve. The recession had far reaching effects in the credit industry, which is the life line of most economies (Association of European Airlines, 2011) It became exceedingly difficult for companies and other business entities to acquire credit to keep their operations running. It also became difficult for consumers to access credit for their expenses, and this almost brought most credit driven economies to their knees. The effects of the recession are still being felt, and the airline industry is no exception. It is still reeling from the effects of high operational costs worsened by the rising cost of fuel among others (Hitt, Ireland Hoskisson, 2010). Economic growth is still very slow in the UK, and the country posted a 0.2% growth rate in 2011 (Mintel, 2011a).This is a negative growth trend, and the economy is still far from full recovery. The slow economic recovery and growth is doing little to raise consumer confidence. Though interest rates are falling, the restrictions on borrowing only worsen inflation, which by 2011 figures stands at 0.5%. (Mintel, 2011b). The decrease in consumers’ disposable income only makes it more real that they are likely to cut down on spending.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The effect of this on the airline industry is that many customers are likely to abandon high cost carriers for cheaper airlines. With unemployment numbers in the UK projected to hit 3 million so on, (Mintel, 2011a) airlines have a need to adopt strategies that will keep them afloat when their consumers spend less, or decide to ditch them altogether. Consumer perception is fundamental to any business. Consumers in the airline industry have the perception that flying is the fastest way by which one can get to the destination they desire. Most people do not want to be late, and delays and other inconveniences can easily change this consumer perception. Technological advancements are set to change this. Though flying is undoubtedly the fastest way to travel, investment in fast and convenient international rail systems could make a consumer rethink his/her options. When check-in, inspection and boarding time is factored in, for some consumers the better option turns out to be the rail system. There are reasons for each consumer’s decision to use one airline and not the other. For some consumers, cost is an important consideration and for others, convenience and comfort ar e more valuable. Research shows that young adults are more likely to use cost as a determinant in their choice, while older passengers may hinge their decision on convenience and comfort. UK’s demographics show that its population is ageing fast. Statistics show that the 75-84 age group is growing at a faster rate than any other age segment. The younger age segments are increasing at a much slower pace (Mintel, 2011c). Research findings on consumer trends show that the older generation is most likely to choose a carrier on the basis of much more than cost alone (Hitt, Ireland Hoskisson, 2010).This group of people is also working for a longer period of time, and shunning early retirement. This means that they have access to income even in their old age. The young adults, however, almost always consider cost as a prime determinant in their flying decisions. The low cost fliers, therefore, may be faced with a consumer base that is slowly shrinking, due to the growing ageing pop ulation.Advertising We will write a custom report sample on Strategic Management: Company Easy Jet’s Strategic Analysis specifically for you for only $16.05 $11/page Learn More The company’s current position in the competitive environment in the UK, and abroad Easy Jet is a low cost carrier that targets the domestic European (short haul) market though it also operates in North Africa. The airline is one of the top performers in the industry (Mintel, 2011d). It is reported to have airlifted the largest number of passengers in 2011, despite not having the largest fleet (Mintel, 2011e). Easy Jet has the record of being the only airline in Europe that repeatedly recorded increases in passenger numbers over the recession period, even as passengers cut back on traveling (Mintel, 2011d). International travel especially, reduced by a considerably huge margin (Mintel, 2011c). These reports do not purport that the company faces no threats to its sur vival. The competition in the industry is high, and rivalry among the competitors is at its peak. The low cost carriers command almost two thirds of the airline industry in Europe. The players are numerous, most of them having similar strategies and with little differentiation in products. Competitors such as Flybe, Monarch airlines and Ryanair offer similar services to their customers (Mintel, 2011e). They also use expansion as a strategy to acquire a bigger market share. Since they are low cost carriers, cost leadership is a strategy present in almost every company’s strategy. The consumers in this industry, therefore, wield a lot of power over the companies as they can easily switch from one airline to another. The low cost airlines are expected to increase their market share considerably in the near future (Mintel, 2011f). These projections are likely to trigger an influx of players into the market. Most of the existing carriers are already positioning themselves for this . Ryanair for example, is strategically trying to consolidate its market share. This is by focusing on the routes it already operates, and not necessarily expanding to newer routes. It is also trying to keep its costs low by indicating that it may move its operating base to places in Europe outside the UK. This move is intended to reduce expenses on airport charges and â€Å"tourism taxation† to which it is exposed in the UK (Mintel, 2011g).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Easy Jet’s operations are profitable, and going by figures provided by the Association of European Airlines (2011), it is doing better than most of its competitors. In the financial year 2009/10, it saw its profits rise by about 70%, an increase fuelled by growth in passenger numbers (Mintel, 2011b). In 2011, it recorded a pretax profit of about  £230 million (Mintel, 2011c). Virgin Atlantic’s profits during the same period increased by 13%, while Ryanair recorded a 29% increase (Association of European Airlines, 2011). Easy Jet is poised to maintain its profitability, though its current expansion strategy puts it at risk, due to the high costs involved. In order to remain ahead of the pack, Easy Jet employs several strategies. First of all, the airline employs low-cost and cost leadership strategies. It offers a low cost, no frills service aimed at the cost-conscious client. It is well known among strategists that the consumer’s perception of a product is cru cial, and this perception can change in an instant (Delfmann, Baum, Auerbach Albers 2005). Armed with this knowledge, the company tries to convince its customers that flying with the airline gives one a unique experience, but at a considerably low cost. It may not be the lowest in the industry, but the consumer needs to be convinced of its uniqueness. It conducts media campaigns to enlighten the consumers on how much money they end up saving by flying with it. The airline also employs the focus strategy, targeting business travelers whose schedules change all the time. It has introduced a flexible package that allows the customer to adjust his/her flight even two hours before the scheduled departure time. This time is a reduction from the previous 1 week, and it is set to have a great appeal to the business community due to its flexibility. This was rolled out in 2010, and the company also has plans to introduce new destinations such as Berlin and Madrid. This move is aimed at attr acting tourists, and the company entered into a partnership with VisitBritain in 2011 so as to sell its services to tourists and increase its market share and profitability (Mintel, 2011d).See index- figure 3.0 for Easy Jet and its competitors’ market share, figure 4.0 for profits. The Company’s current resources and capabilities The airline industry, like almost every other sector of the economy is increasingly becoming unstable and to a certain extent, unpredictable (Hitt, Ireland Hoskisson, 2010). Company managers and other business executives can no longer afford to rely on the macro environment to formulate their strategies. Competitive advantage is now seen as achievable through the utilization of an organization’s internal resources and capabilities (Proctor, 2000).This leads the strategist towards the company’s internal environment for inspiration for a successful strategy formulation (Haberberg Rieple, 2008). Many times, a company’s reso urces are mistakenly looked at as the tangible assets. Little regard is given to the intangible resources at its disposal such as market intelligence, consumer information, technology, corporate culture, brand name and reputation (Haberberg Rieple, 2001). This remains the case even though research has proved that they are invaluable to the company’s competitive power (Yilmaz, 2008).These have been termed by many writers such as Haberberg Rieple (2001 2008) as the only real competitive edge sources that a company can maintain over time. As a provider of low cost flights, Easy Jet’s strong brand name is associated with efficiency and reliability. It enjoys a good reputation as a market leader, and also benefits from customer loyalty. It is the only airline that reported increasing numbers of passengers since 2005 (Mintel, 2011g). Easy Jet offers friendly services, ticketless traveling to cut costs, and most of its operations are paperless (Easy Jet Plc, 2007). Most of its bookings are done online, and the airline does not offer free lunch to passengers. The company has a relatively small fleet, and as of September 2010 the figures stood at 196 planes, with plans to increase this to about 220 by the year 2013 (Mintel, 2011b). The company continues to bank on its capabilities such as the efficient utilization of airports, for a profitable existence and successful expansion of its operations in the industry (Easy Jet Plc, 2007). It is among the leaders in the airline industry, with a market share of about 30.31% (Easy Jet Plc, 2011). Its competitive edge is enhanced by high utilization of its assets, and efficient management of its fleet. Its operations have a cost advantage, and it enjoys economies of scale. The company has a strong financial performance. Its pretax profits in 2011 rose by about  £60 Million (Easy Jet Plc 2011). This was made possible by an 11.8% increase in passenger numbers, and a 4.1% increase in total revenue per seat. Much of a company’s success is often attributed to its leadership (Haberberg Rieple 2008). A strong balance sheet reflects well on leadership and when things are not going so well, then fingers point at leaders (Smith Golden, 2001). In order to transform an organization from its current position to a desired status, strong leadership is required, leadership that will give guidance to employees and inspire them to perform. Charisma, motivation and intelligence are desirable attributes of a good leader in an organization (Proctor, 2000). Easy Jet has a transformational leadership that spearheads changes in the company to meet changing circumstances in the market. The company is pursuing several strategies that are reflective of this kind of leadership. In a move targeting UK bound tourists and the likely increase in travelers due to the upcoming Olympics, the company has plans to increase its fleet. It has also opened up new routes and rolled out a flexible package for business tr avelers. These transformative undertakings reflect a transformative leadership. Strategic options available to Easy Jet. Diversification Every strategy pursued by a company is aimed at achieving the company’s goals and objectives, which include giving it a competitive edge over its competitors Delfmann, Baum, Auerbach Albers 2005).The airline should diversify its products in order to attract tourists and other un exploited markets. In terms of acceptability, strategy is acceptable to its shareholders and other stakeholders, because it is likely to increase the company’s revenue and expand its profit margins. It is also feasible since even though it will require a lot of money to finance, the company is very profitable and it can comfortably meet the costs. Since the company’s strategic plan is to lead the low-cost airline industry, then a diversification strategy is suitable for the purpose of achieving this goal. International expansion The company recently in vested heavily in new airplanes (Easy Jet Plc 2011), and an international expansion strategy is suitable, since it will be a justification for such a huge investment. Expanding to the international market is feasible since huge capital investments have already been made in the acquisition of new air planes, and these can be used in the new routes. Shareholders and other stakeholders will be inclined to accept it since it may be instrumental in realizing the returns on these investments. It is also bound to raise its revenue and profit margins. The company is in a good position to exploit low-cost international markets, since it is already a low-cost carrier. Diversification, which involves selling new products to the new markets may be a risky move for Easy Jet, but if it is successfully done, the company is set to reap big from it. When expanding to the new routes, the company should concentrate on developing markets for its already existing products such as, popularizing the flexi ble package among tourists. The company’s Ansoff analysis shows us the possible strategies the company can pursue in order to maintain its profitability.  See Index-Figure 5.0 for Ansoff’s grid. Conclusion A company’s strategic management may mean its success or failure. It needs to have leaders who understand the market and know the right decisions to make when the need arises. The airline industry has so many players that many airlines are forced to work with others either through alliances or mergers, if only to ensure their survival. The analysis of Easy Jet reveals an industry that forces even the market leaders to look towards other smaller and arguably insignificant players for survival. References Association of European Airlines 2011, Research and Statistics: Trends, via AEA database. Delfmann, W, Baum, H, Auerbach, S, Albers, S. 2005. Strategic Management in the Aviation Industry, Ashgate Publishing Ltd. Easy Jet Plc 2007, Preliminary Results 2007. Web. Easy Jet Plc 2011, Europe by Easy Jet Plc: Annual Reports and Accounts. Web. Haberberg, A Rieple, A 2001, The Strategic Management of Organizations, Prentice Hall. Haberberg, A Rieple, A 2008, Strategic Management: Theory and Approach, Oxford University Press. Hitt, M.A, Ireland, D.R Hoskisson, R.E 2010, Strategic Management: Concepts: Competitiveness and Globalization (Concepts (Cengage Learning), South-Western College Publishers. Mintel 2011a, ‘Airlines-UK-September 2011: Broader Market Environment,’ Mintel.com, via Mintel database. Mintel, 2011b, ‘Airlines-UK-September 2011: Companies and Products,’ Mintel.com, via Mintel database. Mintel, 2011c, ‘Airlines-UK-September 2011: Competitive context,’ Mintel.com, via Mintel database. Mintel, 2011d, ‘Airlines-UK-September 2011: Market Share,’ Mintel.com, via Mintel database. Mintel, 2011e, ‘Airlines-UK-September 2011: Market Size and Forecast,’ Mintel.com, v ia Mintel database. Mintel, 2011f, ‘Airlines-UK-September 2011: What people think of Airlines,’ Mintel.com, via Mintel database. Mintel, 2011g, ‘Airlines-UK-September 2011: Segment Performance,’ Mintel.com, via Mintel database. Proctor, T 2000, Strategic Marketing: An Introduction, Routledge: London. Smith, J. R Golden, P. A 2001, A Strategic Management Simulation, Prentice Hall: New Jersey. Yilmaz, K. A 2008, ‘The Corporate Sustainability Model for Airline Business,’ European Journal of Scientific Research, Vol. 22, No. 3, pp. 304-317, via Eurojournals. Index The Net margin and Margin profitability ratios were used to determine Easy Jet’s profitability. Fig. 1.0 Easy Jet’s Profitability (2010 2011) Profitability 2010 2011 Margin 32.8% 46.6% Net Margin 22.3% 31.2% Fig. 2. Easy Jet’s Profitability (2010 2011) Figure 3. Revenue generated by Easy Jet and its Competitors. (Financial Year 2010/2011) Airlines R evenue ( £ bn) Virgin Atlantic 2.7 Thomson 3.4 Thomas Cook 3.1 Ryanair 3.6 Monarch 0.614 Jet 2 0.296 Flybe 0.595 Easy Jet 2.9 Bmi 0.896 British Airways 6.6 Figure 4. Market Share (Easy Jet and its Competitors) Figure 5. Ansoff’s grid for Easy Jet. Existing Product (Flexible Package) New Product (Flexible package for tourists) Existing market Market Penetration Penetrate the existing market more deeply to increase the sales of its existing products to the already existing market comprising of business travelers. Product development. Develop a new product for the already existing market. New market Market Development (Tourists) The airline’s existing products should Be sold to the new markets that are Being developed, such as new routes And different groups of clients. Diversification Selling the new packages or services to new markets. This may however, be highly risky. This report on Strategic Management: Company Easy Jet’s Strategic Analysis was written and submitted by user Edward B. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.