Personal statement Example | Topics and Well Written Essays - 750 words - 10

Personal Statement ExampleI may not be the brightest student, alone I devour always been especially proud of the dedication and fervor I possess for my strike and work. My parents were an inspiration for me in my selection of area of study due to the fact that they are businesspeople. They are both engaged in business activities. I was clear to the business field since a very new age. For me the study of business has been a very rewarding experience. My job experience includes doing auxiliary accounting work at my sisters jewelry store. I was responsible for preparing the all four major accounting statements which include the income statement, balance sheet, statement of retained earnings, and statement of cash flow. At this job I was exposed to the entire accounting cycle. Two of the extracurricular activities that I have done during my tenured at University of Keele include Ping Pong Society and Start Britain Up which is business investment club. I have successfully organized many extra-curricular activities. For example, I organized a ping pong society that has been profitable in University of Keele. There are lots of international students in my society. I also got lots of friends from different countries that speak different languages such as English, Spanish and Japanese. cosmos surrounded by a diverse group of people helped me improve my creativity, networking abilities and people skills. Ive successfully organized ping pong matches twice. I larn how to coordinates different activities using theories from class. During my time at University of Keele I joined the club Start Britain Up. This club will invest in your concepts if a person has a good idea. I proposed an idea about a new toilet paper. My idea was to put liquid medicine ink on the toilet paper. Doing so can treat anal itching due to the liquid medicine. Even thought the idea did not get funded because it brought more pollution to the environment than rule-governed toilet paper, I will continue to try to bring new ideas to market in the future. I am applying to study a masters degree in business administration in either accounting, finance, management, or marketing. I selected the University of Queen Mary as my top choice because this academic ecesis has a great reputation. University of Queen Mary has an excellent business program. The school has a good environment and a good location. Its located get on London, the biggest city in the United Kingdom. Im eager to start the next phase in my education by becoming a alum student of business at University of Queen Mary. Im an excellent candidate for the business graduate program. During my lifetime Ive demonstrated that I am a hard working and dedicated student. I have excellent communication skills, analytical skills, and teamwork capabilities. In the business environment of the 21st century it is of enunciate importance to be able to work well with other employees. My desire to move a graduate degree occurred because I realize that the business world has become more competitive than ever before in the past. To be able to compete in the job market a professional has to pursue better educational credentials. One of the goals in the future upon graduation is to reach the managerial level. It will be easier for me to become a manager if I have a masters degree in business. An MBA can help me greatly because I will learn how to solve complex business program, essay vast amounts of data, and

Killer Bureaucracies Essay Example | Topics and Well Written Essays - 250 words

Killer Bureaucracies - Essay ExampleHenninger in the article explicates that people have wrongly incriminate poor response to problematic issues to insufficient funding (para. 7). However, this is not the case. In fact, much funding only creates the need for additional accountability and therefore more layers are created in the system to deal with accountability issues. In my opinion, lower level representatives in the government as well as elected officials ought to be allowed to make independent decisions in terms of emergencies. In doing so, problematic cases such as the Ebola outbreak can be responded to on a timely fashion and hence curbing the situation.I also agree with the postulation from the article that introducing more rules and regulations, as is in the case with introducing additional funds, will amplify gracious errors hence increasing inefficiency (para. 12). In my opinion, inefficiency is contributed by the introduction of more funding that translates to more rul es and regulations to account for the funds. Consequently, this contributes to the amplification of human errors as it will also request handling more

Fan fiction Essay Example for Free

Fan fiction EssayFan Fiction writing is the act of writing material with information from somebody with bulge their consent either written or otherwise. The written material is then released to the public on grounds that show the material as owners certain and doesnt ac hold outledge it as re-edited. This result appear as the original material given(p) that the reader had not had a chance to have the very original material. I want to agree that this activity is not legitimate one, the fact that a hold openr (author) writes their work and it goes into the public arena doesnt require reframing or amendments. If the reader studys of that work in another version, let it remain within them. Let not that which they think would have been better of go out to the public. Interfering with this is wrong. Supposing all the buffs decided to alter this original material into their way and everyone has a different understanding of same member? Letting this out to the public as well? Wo uld not people get confused? I believe if a writer wants an opinion about their article, they do it how to go about it, they know where to send it or who to give it to before it is released to the public.By the time it is getting to the public it is usually the writers best on that. I quite disagree that fun fiction should be a way of improving new-fashioned writers skills of writing. Why cant these young writers watch up with themes yet not released to the public and write on them? Why cant they also get creative? There are so many things that the writers have not covered so far. It is also so wrong for fan writers to write an article and post it using the original writers call ins. Is this not theft? Is it not offensive to impersonate? The text showed this Fan fiction is a good way to avoid learn how to be a writer.Fan fiction allows the writer to pretend to be creating a story, while using someone elses world, characters, and plot. Coloring Barbies hair green in a coloring withstand is not a great act of creativity. Neither is regulariseting lipstick on Ken. Fan fiction does exactly those kinds of things. A very good example given on the text the extreme analogy You send me a photograph of your family reunion, titled The Herkimers irritate together. I think it looks dull. So I Photo-Shop it to put your friends and relations into compromising positions in various stages of undress.Then I post it on the Internet, under the title The Herkimers Get Together, and add a note that it was sent to me from Pete Herkimer of Missoula, Montana. Suddenly there is your face and name, and the faces of the people you care about, doing things that you would never do. Are you flattered that I thought your photograph was raise enough to use? Or are you insulted and horrified? Are you alarmed that I so clearly connected work that is not yours to your good name? Although I must agree with the statement from the text And As for definitions, to what extent is enlightenme nt Lost a fan fiction of the Bible?To what extent is Tennysons Ulysses a fan fiction of the Odyssey? For much of human history, the concept of creative ownership Hobb seems to be using was thoroughly different characters could be reused and rewritten as seen fit. Even given the capitalist ownership argument, which I personally find distasteful, narrow-minded, and restrictive, once again, the fan fiction under discussion is NON-COMMERCIAL There are those exceptions that would be allowed, the example of Paradise lost, and this seems to be a clearer edition of the Bible as far this generation is concerned.The fact that it is a book used for the continuity of the salvation of human wash drawing may need to be re-edited and the change of theme may not be altered. Another importance of fan fiction may be an act that is based on a book and probably is used for literature in schools. The author may have not written it as a play but someone else may act it and this way students may underst and the book better as compared to reading it.I know that all the fan writers have a different way of looking at a particular article from that of the original writer and that is they want to reframe it, but I wonder where they were when the story was being created in that way which they dont settle for. Keeping any ideas of how it should have looked to oneself is the best thing. Cant people respect the work of others and promote original text writings? Fun fiction sometimes may even change the whole sentry of a story, there must be primer coats why an author/writer decides to use some words and leave out others.There is a reason why the chapters in a book follow each other the way they do. In case a fan writer for example interferes with the melt down of chapters and decides to bring the last chapter in the middle then any other reader might not find a reason of reading the book to the end. The flow is changed therefore the conclusion of the story comes in the middle, so why go ahead and read what you already know? Fan fiction sometimes is used on the internet, whereby an article from a newspaper may be used and with the application of coral draw alteration may happen.When this same article is sent to people on the net, it might just convince them since they can see that it is from a legitimate source from a well known editor program or writer. While this may happen on basis of malice and once the damage is caused rectifying it may be hard. So generally I know that fan fiction may be damaging. All writers have a chance of developing good writing skills but not through fan fiction as written the text The first step to becoming a writer is to have your own idea. Not to take someone elses idea, put a dent in it, and claim it as your own.You will learn more from writing one story of your own, no matter how bad it is, than the most polished Inuyasha fan fiction that you write. Taking that first wavering step out into the unknown territory of your own imaginatio n is what it is all about. When you can write well enough to carry a friend along, then youve really got something. But you arent going to get anywhere clinging to the comfort of saying, If I write a Harry Potter story, everyone will like it because they already like Harry Potter.I dont have to describe Hogwarts because everyone saw the movie, and I dont have to tell Harrys venture story because thats all done for me. I agree with this statement totally. A good writer should have their own ideas and develop those ideas into stories. Reading more will help any writer get skill and get broader but fan fiction writing is demeaning to any writer. It makes a writer all rely on an article already thought and written instead of promoting the unique ideas any individual writer may be able to come up with.The danger of letting this continue is that we will never know what the original writer of a story intending us to know. We can never key out between fiction and true story. My conclusi on would be depending on the intention of the fan fiction writer this is how it can be looked at as a legal act or an illegal one. The writer in the text who is against this uses so harsh language and I found it not fair since it is not everyone who writes for fan fiction has a bad motive. Look, the original author really screwed up the story, so Im going to fix it. Here is how it should have gone.

Organic Food and Wild Oats Essay Example for Free

Organic Food and Wild Oats EssayStrong revenue growth Focused growth strategy vast product portfolioWeak international operations Conservative international policy Increasing rental expenses OpportunitiesThreats Higher demand for organic products Expansion in the UK Growth in private label productsIncreasing competition Labeling and other regulations Slowdown in the US economy StrengthsWeaknesses Strong revenue growth Focused growth strategy broad product portfolioWeak international operations Conservative international policy Increasing rental expenses OpportunitiesThreats Higher demand for organic products.Expansion in the UK Growth in private label productsIncreasing competition Labeling and other regulations Slowdown in the US economy AI Global Management. 8-26-14. INSTRUCTOR Who wasnt here last calendar week? Im smell at Michelle. So you are the only one that wasnt here last week? Mrs. Johnson were you here last week. Im going to pass out the assignments for next week for you. STUDENT The PowerPoint one. INSTRUCTOR unharmed foods. So what you had to do just to remind everybody you have to take a look at those two companies, and do approximately research, did find out strategically what really happened?STUDENT Do you have extra copies? I wasnt here last week. INSTRUCTOR I thought I asked who wasnt here last week? Okay. We have to strategically do some research on both of these companies. You have your case study in breast of you very thorough. You have to find out what kind of decision was made that created really an issue for Wild Oats because initially when this company was put together, they were killing Whole Foods. They were Whole Foods before Whole Foods existed. They were doing wonderful. Growing, expanding in the same type of market.I know both cases, so I know a lot of answers, scarce all of a sudden some decision was made in their minds relatively strategic, but it turned out to be some pretty stinky decisions. How many of you has heard of Wild Oats. All of us have heard of Whole Foods because they are in existence. So you have to run this as if you are the CEO of both take both sides. Compare and contrast and take a look at Wild Oats, and what happened to them. Take a look at the great decision, and then things started going south relatively quickly for them. Yet Whole Foods was the underdog. Now Whole Foods is doing. Well, I guess. Manufacture moving forward.

Consumer Buying Behavior - Marketing to teenagers Essay Example for Free

Consumer Buying Behavior Marketing to teenagers EssayTopic Consumer Buying Behavior Marketing to teenagers hold Summary This article states that although only two percent of teenagers are smokers fifty percent of tobacco companies marketing monies go to maneuvering teenagers. The author feels that the big tobacco companies target teenagers to help make up for those who ultimately die from tobacco related illnesses or realize on later in life that they need to nab smoking. It goes on to say that for every one person who dies from tobacco-related causes, two new smokers under the age of twenty-six start the habit. Although the Joe Camel cartoon advertising has since been removed, when that particular caseful was created the sales of Camel increased thirty-four percent in kids showing that campaign had an impact on who they were targeting and who began to purchase their product. The author goes on to say how impressionable teenagers and children are, as opposed to adults, and h ow stopping the tobacco use is non easy to do. Once someone starts it is a hard habit to break. Many of those who start smoking at an early age become addicted to the product before they are even of licit age to purchase the product. Even the warnings on the boxes are non enough to keep the young liquidaters from purchasing the product.Class Application Cigarette companies need to market to the proper consumer market. A consumer market is purchasers and household members who intend to consume or benefit from the purchased product. By Camel advertising inmagazines, using fun cartoon characters, and also making tobacco use look cool, they are not targeting the proper market. Being sure to market cigarettes to those who are legally allowed to use the product is a must. They can still use a differentiated targeting schema and market to those in different demographics, but they need to be sure to leave out those who are not legal to use the product. Cigarette companies should be usi ng demographic segmentation variables to come up with ad campaigns geared towards the proper segments. With cigarettes, the companies have to focus on age since there is a legal age for smoking. Also, since cigarettes have been proven to be unhealthy and cause of cancer, among other things, they are not something that should be advertised to children or teenagers no matter what.

Theory And Practice Of Strategic Planning For Tourism

Theory And Practice Of Strategic Planning For TourismIt is widely acknowledge that readiness is crucial to successful phaetonry training and vigilance and preparation has been a widely adopted principle in touristry developing at some(prenominal) regional and natural levels.Tourism in europium has been the defer of considerable academic debate and commentary since the political even of 1988-89. The debate has often focused on thoroughgoing Europe, whose future free commercialize depends on supply especially including touristry. In particular, strategic aimning in the region will be critical to the future success of touristry as attempts ar made to utilise tourism in the sue of planned sparing change.The lack of coordination and cohesion within the amplyly fragmented tourism industry is a well-known difficulty to destination contrivers and mangers. Gunn (1988) stated that continuous tourism supply must be integrated with all other planning for social and scotch increase, and could be modelled as an interactive system. He pointed out that the go-it-alone policies of many tourism sectors of the past argon given way to stronger cooperation and collaboration. No one business or goernment establishment can operate in isolation (Gunn 1988 272).On the other hand, Inskeep (1991) has pointed out the importance of an effective ecesisal structure for tourism discernment and the take on for continuous, integrated planning. Achieving coordination among the government agencies, among the public and the private sector, and among private enterprises is a challenging task, however, and requires the development of spick-and-span mechanisms and processes for incorporating the diverse elements of the tourism system.Countries need to hit an vagary approximately where they want their tourism sector to be in the future and the route it is going to follow to get there. If nations do not have a strategic plan for their tourism, then the old clich can app ly. If you dont know where you be going, how will you know when you have arrived? (Tim Hannagan 1998, p. 120). In this write up, the meaning of both strategic planning and tourism will be analysing, and also analytical argument on strategic planning for tourism will be explored. Furthermore, few illustration of tourism planning activities will be evaluated to support the subject matter. Thus, what isStrategic planning / TourismStrategic planning is concern with deciding what business an organisation should be in, where it wants to be and how it is going to get there (Smith 1994). Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a ever-changing environment by dint of its configuration of resources and competences with the catch of fulfilling stakeholder expectations (Johnson and Scholes 2005).Harrison et al (1995). Explain that strategic is about clarifying your mission, setting clear long term objectives and formulating a ci tywide and integrated set of steps to achieve it. Strategic planning then is concern with defining and achieving organisational purpose (Porter 1994). planning is the purposive process in which goals argon set and policies elaborated to implement them and is concerned with understanding and explaining the substance of policy content and policy decisions and the way in which policy decision are made. (Barett and Fudge, 1981).On the other hand, According to World Tourism Organisation (WTO) the organisation sets tourism as the short term movement of people to destinations away from the communities in which they expire and work, and their activities during their trip, including travel, day visits and excursions (WTO cited in T. Outhart. et al 2001, p.4) so tourism includes short term travel for all purpose, weather for leisure or business.Furthermore tourism is about the temporary, short term movement of people to destinations outside the place where they normally live and work and ab out their activities during their stay at these destinations. (Outhart O. Taylor L. 2001, p.6).Tourism development is the planning and ongoing development of destinations, facilities and services to chance upon the need of current and future tourist. When tourism is effectively planned and managed, tourism development can result in huge improvement and benefits both for visit and tourist and for the local population, therefore the need of strategic planning for tourism in order to meet the impulse of people living in the demanding world has to be encouraged so as to promote and attract tourist as well as mental synthesis their confidence with tourism activities. Tourism planning has also been seen as a way of extending the life cycle of a destination with a ensure of exploring in the raw opportunities, adaptation to the current market demand and marketing harmonisation and as well forecast for the future.As stated by Clegg (1994), tourism activities cost the worlds largest in dustry with over trillion of dollars in revenue produced and the challenges in benefiting from such economic impact is the result of efficient planning that will take into bank bill the rescue and protection of the environment, the enhancement of a community quality of life and development and that will attract not only first-time visitors but also repeaters as a result of building a re frame ination and be a successful destination. (Inskeep 1991, WTO 1994) in their own contribution to tourism planning and development, they stated that planning is crucial to successful tourism development and management and planning has been a widely adopted principle in tourism development at both regional and interior(a) levels.On the other hand, (Cooper et al. 1993 Shepherd, 1998) argued that poor tourism planning will cause social problems, degradation of the environment, short-term benefit and failure or constraints due to lack of analytical details or miscalculations regarding the mastery of land usage (Cooper et al. 1993 Shepherd, 1998). Furthermore, (Tosun and Jenkins, 1996) elongated the preceding(prenominal) comment by saying that the failure of primordial planning caused by lack of community sake as well as mismatch between central planning and local possibilities is detrimental for the tourism market. Thus emphasising on a new concept of sustainable development to empower the planning system for long term success of tourism as it can athletic supporter to promote and support conservation, regeneration and economic development as well as enhance the quality of life of visitors and master of ceremonies communities (Holden, 2008 smother and Mathieson, 2006).Furthermore, Gunn and Varr (2002) stated that if tourism is to reach towards better economic impact it must be planned as well towards goals of enhanced visitor satisfaction, community desegregation, and above all, greater resource protection.Strategic and Its Resources Implication Fig 1Stage of dodging processQuestionsDescriptionSTRATEGY FORMULATIONMission statement avouchment of aimsStatement of ValuesWhat is our purpose?What kind of organisation do we want to take?A clarification of the purpose of the businessEnvironmental AnalysisWhere are we now?This involves the gathering and analysis of intelligence on the business environment. E.g. staffing, resources, competitors, stakeholder expectationObjectivesWhere do we want to be?This involves detailed articulation of aims i.e. setting a guide for the organisation to achieveStrategic choice of strategiesHow are we going to get these?Strategies describe how the objectives are to be achievedOptions analysisAre these alternative routesHere you signalize options required to be screenedin order to choose the bestSTRATEGY IMPLEMENTATIONActionHow do we turn plans into reality?A specification of the functional activities task required.Monitoring and ControlHow will we know if we are getting these?Taking corrective action as necessary an d fall overing strategySource (Johnson Scholes 1997 p. 13) (Catterick 1995 p. 14) galore(postnominal) organisations produce separate mission statements and statements of aims, objectives and strategies. The strategic plan will contain all of these, which is also applicable to all countries embarking on tourism activities.Looking at the meaning of tourism and its activities, the theory and practice of strategic planning for tourism sector in every(prenominal) nation cannot be measured. This is evident on the shew that, it is clear that effective strategic planning and management is a prerequisite for the successful utilization of tourism as an agent of change in every nation. Tourism is seen as transcending the customal economic sectors and is viewed as an industry which can actively regenerate the small business/entrepreneurial sector with all its bendable and responsiveness to dynamic changes. However, the transformation of a centralised economy, characterised by flexible pra ctices and a low priority for tourism, does involve a change of hearts and minds as much as it is needs outside strategic planning from expertise. No wonder that, Hungary has recognised the advantages that tourism can bring as witnessed by vizor Ministerial statement in 1990 lauding tourism as a strength power-house for the economy.However, Halls (1991a) most persuasive point is that, tourism is seen as an integral part of economic restructuring by exposing the system to both national and international forces and, in so doing, introducing potential foreign investors, encouraging privatisation and reducing the level of bureaucracy and centralisation. All this are made possible via strategic planning nestle adopted by a given nation.In the case of tourism, Page Thorn (1997) suggested that a national policy or strategy was required in addition to the RMA, if sustainable tourism goals in New Zealand were to be achieved, since then a national strategy has been produced, reviewed and subsequently updated, emphasising the sustainable development concepts and the desir superpower of integrating environmental, economic, social and cultural considerations in the long-term management of tourism resources.Tourism Planning Approaches (Countries overview)The changing growing of tourism, its different political and socioeconomic development environments, and the diverse scientific and technical contributions in the fields related disciplines (urban, regional, environmental planning, etc.) shape different approaches to planning. Such approaches have been the object of interesting systematizations, especially the critical perspectives of Getz (1987), and Tosun and Jenkins (1998) for Third World Countries, which are neither mutually exclusive nor a reflection of a chronological ontogeny boosterism, economic, physical-spatial, and community-oriented approaches. To these four could be added two more that are omnipresent in todays literature a strategic approach and planning for sustainable tourism.Boosterism has been the dominant tradition ever since the emergence of mass tourism. It is based on a favourable, uncritical assessment of tourism that identifies it as intrinsically positive and ignores its potential negative make on economic, socio cultural, and environmental levels. Halls (2000) expresses his doubts about its consideration as a way of focusing on Getzs contributions, four approaches can be distinguished, and planning since it is precisely characterized by being a tourism implementation and development method that reveals lack of planning. The economic approach conceives tourisms as an instrument that can help achieve genuine economic aims. It reinforces tourisms character as an export industry and its potential contribution to return, regional development, and economic restructuring. Public intervention, in its regulating and promoting role, gives priority to economic purposes over environmental and social ones, although it also attend s to all the factors that can jeopardize its economic efficiency development opportunity costs, selection of the most profitable market segments, control over demand satisfaction, estimate of its economic impacts, etc. However, this approach does not usually analyze how the benefits derived from tourism are distributed socially (Burns 1999).The physical-spatial approach incorporates the territorial balance with the aim of adequately distributing economic activities, and specifically tourism activities, in space, while also ensuring a rational land use. It is an approach in which both township and country planning and tourism planning coverage as a result of the recognition that its development has an environmental background. This approach mainly focuses on the preservation of the natural resources that make the industry possible and on the management of the environmental impacts it causes. Among the examples of the physical-spatial approach, Hall (2000) mentions the work by Gunn in the late 70s (Gunn 1994) or Insteps integrated approach (Inskeep 1991).The community oriented approach originated in the late 70s with the numerous works that criticized tourisms negative sociocultural effects (de Kadt 1979 Smith 1977). It is not exclusively confined to the aim of solving and preventing those effects. In fact, it promotes a local tourism development control scheme so that residents are the ones who benefit the most from that development, thus avoiding conflict situations that could put the industrys future viability in danger. Murphys work (1985) undoubted constitutes a basic reference point of an approach revitalized by the need to achieve greater social involvement in planning processes. This circumstance has provided the momentum to undertake, from public instances, bottom-top planning schemes, among them the European initiative leader for rural development.Strategic planning moved from the business context to regional and urban planning in the 80s, and it h as a strong influence on economic restructuring schemes for declining places and sectors (Borja and Castells 1997 Vazquez Barquero 1993). This approach has been progressively incorporated into tourism planning and fundamentally focuses on the search for competitiveness of firms and destinations in a changing, complex environment. In short, it contributes to or reinforces the following distinguishing elements of tourism planning analysis of the competitive environment as a fundamental element in the definition of the firms or destinations strategy definition of a wide time scope for planning on the basis of foresight and prospective techniques stress on social community and the creation of coordination and cooperation channels among stakeholders and the rise in value of planning as a process that is permanent, flexible and integrated into management (Ansoff 1988 Borja and Castells 1997 Hall 2000 Ivars 2001 Porter 1982). Planning for sustainable tourism is related to the great deal o f interest aroused by the development paradigm ever since the celebration of the Rio Summit in 1992. The application of its principles to tourism is especially relevant due to its ambivalence, for it can help to preserve and improve the environment.THE strategical PLAN AND IMPLIMENTATIONS OF COUNTRIESFor example, the strategic plan and implementation program for the county of Szolnok in Hungary highlight many of the problems facing the future development and reorientation of tourism in Central European States.During the construction of the strategic plan, the largest obstacle was identifying tourism facilities that would meet the development needs of the county while minimising the risk of social or environmental damage. The county strategic planner came up with the following planning strategyPhase 1 Immediate Action purify Quality of Existing FacilitiesImprove utilization of existing facilitiesImprove Economic Benefits from TourismImprove Performance of existing EntrepreneursCreat e environment for future tourism planningPhase 2 Immediate to Medium landmark ActionDevelop Szolnok town as tourist centreIncrease Accommodation stockCreate new restaurants/cafes in tourist areasDevelop new tourism activitiesBuild on existing cultural/heritage attractionsEncourage the development of closer linkages between sectorsPhase 3 Medium to Long stipulation ActionWider tourist base-conference businessDevelop new up-marker tourist facilitiesWiden the marketing activitiesEstablish strong links with national/international organisationsAdopt a fully international computerised reservation systemContinue to develop monitoring/ prescript and research into tourism activities in the countyDevelop new 5 division tourism development plans.The result of the strategy plan and its implementation is a county that is now poised to break through into wider tourism markets, armed with promotional fabrics of high quality, tourism information and maps together with a broad spectrum of produc ts, a network of commercial and organisational links that will enable it to capitalise on the potential market for visitors from within and to Hungary.On the other hand the strategic planners for tourism in Spain came up with what is refer to as FUTURES (Master Competitiveness Plan for Spanish Tourism) (Ministerio de Comercio y Turismo 1994). This plan opened a new state of tourism policy in which the state redefined its role within an institutional discourse that intended to consolidate a system of coordination and cooperation between the different administrations. The FUTURES plan became the catalyst of this change encouraging the design of specific plans for the 1992-1995 period, favoring cooperation through actions financed jointly by the different administrations and fostering the participation of public and private agents. The plan was a reflection of the third generation of tourism policies, according to Fayos classification (1996) where competitiveness turned out to be a un wrap element for tourism management.The FUTURES plan formed a part of the morphologic adjustment theory (Bote and Marchena 1996) which focused on the adaptation of Spains supply to the structural changes caused by the market that jeopardized the competitiveness of the countrys tourism industry.Finally, this period witnessed the start of the planning model derived from Spains entry into the European Union with the preparation of the 1989-1993 Plan de Desarrollo Regional (Regional developing Plan) for Objective -1 regions and the 1989 1993 Plan Regional de Reconversion Regional y Social (Regional Plan for Regional and Social Restructuring) for Objective 2 regions. These plans made possible the application of Europe Structural Funds to tourism in Spain and implied the definition of a regional development strategy where special attention was paid to tourism, both in those self-reliant communities in which it has a strategic role and in others where it was perceived as an emergent i ndustry (Ivars 2001).Essential objectives included taking advantage of tourism growth expectations, the valuation of non-exploited resources, the contribution made by new products to territorial rebalance and finally, the incorporation of tourism into local development strategies both in rural and urban milieus.In the case of Barnette County, Wisconsin, a strategic planning was formulated to improve its tourism industry as for decades tourism has been the main economic revenue for the area. Based on existing data collected from a 1993 assessment, an action plan was implemented and the main issues encountered were lack of organisation, marketing performance, finding and government perceptions form which actions were created to eradicate the problem but it didnt escape failure since estimated budget to find a visitor centre wasnt reach due to lack of fund, marketing guides on the county printed but not distributed, eco-tourism was to be actual using a joint marketing grant but was re fused by the state of Wisconsin. Overall, it showed the issues of lack of interest and participation from stakeholders (tourism businesses and government) for further tourism development of Barnett County.Looking at New Zealand as a case study, a county that want to increase the level of its tourism activity and sustainable tourism has become the key of the country to do so, which according to Bramwell Lane 2000 Hall Page, 2006), the success of sustainable tourism planning depends on existing planning and management functions that guide appropriate developments and the ability to respond to pressure on infrastructure and environments that increasing tourism demand creates. The concerns for New Zealand are that the tourism product relies a lot on the natural resources and the image of a clean and green country (Tourism New Zealands marketing campaign) and its has been quite a problematic issue in some areas with regards to conservation and preservation of the environment.Page and T horn (1997) suggested that a national policy or strategy was required in addition to the RMA (Resource Management Act), if sustainable tourism goals in New Zealand were to be achieved. Based on the previous research undertaken by Page and Thorn in 2001 and 2002, the following issues were encountered such as lack of considering the number of international tourist arrival at national level, lack of planning at national level which Page and Thorn argued that if a national plan was needed in order to achieve a more balance equitable and beneficial patterns of tourism activity and development for destinations and host communities, however a PCE (Parliamentary Commissioner for the Environment) report on education for Sustainable development, suggested that the like and dislike and the caring of something lies with the people.What was found from the previous study was the lack of communication and integration between the RMA and the local authorities and resources available from the govern ment was inadequate. However the recent study also reflect the incapacity of the RMA to work together with the national government, since tourism related project were not released but effort has been done to integrate the process of a sustainable development and increase the continuity of collaboration between the public and private sector, but there is still that major gap between strategy and the implementation of the policy formulated in the evolution towards a more sustainable New Zealand.Based on which Page and Thorn (2002) stated that a national plan is required if tourism is to be developed with the target of enhancing the quality of life of its local people and increase environmental protection from the tourism activity. Furthermore, within the tourism planning the goal and objectives set should be achieved to challenge pro-development policy in order for New Zealand to keep up in the term of competitive advantage as a clean, green and sustainable tourism destination. As arg ued by Edgel, Allen, Smith and Swanson (2008), those destinations, localities and nations that prepare good policies and implement detailed strategic plans will reap the benefits for sustaining their tourism products in the future, which is the indispensable and fundamental basis of New Zealand tourism strategy. Hence leads to betterment of tourism activities in New Zealand.Furthermore, before any implementation, analysis study will be performed through survey of existing data and collection of capital data. The data requirements will include information such as existing tourism profiles, travel patterns, tourist attractions, accommodation and other tourist facilities, land availability, economic and government structure, education and training needs and provisions, environmental indicators, socio-cultural characteristics, investment sources and available capital, relevant legislation and regulation and private sector organisation. (Cooper et al. Tourism Principle and Practices).On es data has been collected, the issues associated with it will be analysis in terms of assets (infrastructures), market assessment of demand and supply and feasibility study, source of funding and impact of economic, environment and social factors in terms of tourism needs and opportunities and overcome detrimental impact.The result derived from these analysis will help in the formulation of plan and policies such as marketing strategies, human resources management, environmental conservation, economic and tourism development by which implementing and monitoring to ensure the development path and avoid deviation from the actual plan of the nation on tourism sector.The diagram below represents the key stages in the planning process.Fig 2 Key stages in the planning processSource Tourism principle and practices by Cooper et al.RECOMMENDATIONTourism has been identified as one of the primary industries with the potential to assist local communities in developing economic diversity (Alle n et al 1993, Davis Morais, 2004) However, tourism is not a panacea for economic decline. Tourism has the potential to create both positive and negative impacts. Gunn (1994) indicated that, there is no other form of development that has so many far-reaching tentacles as tourism (p.16). For tourism development to be successful, it must be planned and managed responsibly (De Oliveira, 2003 Inskeep, 1991 Martin, 1995).Inskeep, (1991) furthered the concept of responsible management, warning that ill-conceived and poorly planned tourism development can scratch the very qualities of the natural and human environment that attract visitors in the first place (p. 460).Thus communities that use or plan to use tourism as an economic development tool to diversify their economy must develop strategic planning policies for the sustainable development of the community.It should be noted that one key to strategic planning for sustainable development of tourism in a community is the inclusion of s takeholders. Without stakeholders support in the community, it is nearly impossible to develop tourism in a sustainable manner. Therefore, a clear understanding of the attitudes and interests of stakeholders is a necessary precursor to the strategic planning and management of sustainable tourism.Strategic planning also emphasise the integration of economic, socio-cultural and environmental, therefore stakeholders should collaborate and take into consideration the preservation of culture and environment while maximising economic growth and returns to community. Jamal and Getz (1995) define these collaborative efforts as a process of joint-decision making among autonomous key stakeholders of an inter-organisational, community tourism domain to resolve planning problems of the domain and/or to manage issues related to the planning and development of the domain.CONCLUSIONTourism exists as a powerful economic force in the development of both community-based and global markets. Today, its activities exist the worlds largest industry with over three trillion dollars in revenues produced. (Clegg 1994). Accordingly, the success of sustainable strategic planning depends on existing planning and management functions that guides appropriate developments and the ability to respond to pressure on infrastructure and environments that increasing tourism demand creates.As Iskeep, (1991) argues, the special relationship between tourism and the environment, based on a unique dependency on natural and cultural resources, requires a balanced approach to tourism planning and development to maximise the associated benefits and minimise the negative impacts. Therefore, if ill-planned or excessive development is permitted, tourism can damage the special qualities that are essential for sustainable development.Finally, the importance of strategic planning for tourism within a sustainable development context is now acknowledged globally as it was addressed as a specific topic in a revi ew of Agenda 21 in 1997. In 2002, the world summit on sustainable development included a submission on sustainable tourism (chapter IV, paragraph 43) in the Johannesburg plan of implementation, which identified that while tourism has positive effects, uncontrolled (lack of strategic planning) tourism growth can undermine the basis of tourism. However, the bound to which sustainable development ideology is translated into policy and practice requires a strategic planning investigation to uncover the tourism activities that need urgent attention to meet the demand of visitors. This can be in a form of language to be used, create an image to be used, practically assistance and guidance, promotional material and its design, and strategic for the provision of tourism information.Tourism planning has also been seen as a way of extending the life cycle of a destination with a view of exploring new opportunities, adaptation to the current market demand and marketing harmonisation and as we ll forecast for the future. Therefore, it is on this premise that the researcher believes that the role of strategic planning in tourism development of any nature can not be quantified.Words Count 4365

Air Asias Corporate and Business Strategies

activate Asias Corporate and Business Strategies spread Asia is a paltry embody air carrier that charges the final f bes per kilometre in the world. A ponderer abbreviation indicated that liberalisation of the air securities industry has improved international market place devil and supported the product in the number of air ducts and riders in East Asia. A five forces compendium indicates that the air passage industry is highly belligerent, with a high menace of new entries and of substitutes in the interior(prenominal) travel market. Air Asia is positioned at the low be end of the spectrum of competitors that fly internationally. A bring up analysis indicated that Air Asia has strengths in management, functional efficiency and marketing, that has weaknesses in runging, customer cargon, and root foriveness to ancestry travellers. The airline has been successful beca routine it has taken an entrepreneurial and innovative approach to the market, leveraging its debatencies to create automated ticketing processes and to reduce other operational constitutes. The airline should consider expanding into Europe and Hesperian Asia using Abu Dhabi as a hub, which would require put upitional aircraft or joint ventures with other low approach carriers. The devoted should similarly consider introducing handicraft class flights that charge a higher price, but provide the services including convenient scheduling that can attract the stock plowshare of the airline market in East Asia.1.0 IntroductionAir Asia is a low- be air carrier providing service between its chief(prenominal) hub in Kuala Lampur, Malaysia and destinations in East Asia. The airline also provides service to Abu Dhabi and London. Air Asia has adopted a generic strategy of cost leadership by cut down the cost of operations and passing the savings through to customers with very low ticket prices. The degenerate was founded in 1996 as a low cost internal airline, and was a cquired by Tony Fernandes in 2001. The firm was re-launched as a no-frills airline in 2001 with three aircraft. Air Asia entered the low-cost international market in 2003. The firm flowingly has revenues of $60 billion and provides services to 60 million customers a year. Air Asia is the first low cost airline to comport formed a joint venture for the procurement of aircraft with a competitor, JetStar, which is based in capital of Singapore (Quantas, 2010, 1). The airline currently has interlocking ownership through the Shin Corporation which holds a study equity position in both Air Asia and Thai Air Asia. The airline also holds a minority equity position of 30% of JetStar, which is a low cost Australian airline.2.0 Environmental and Industry AnalysisA bray analysis provides an assessment of the industry environment, which is necessary to create a context for the airline industry analysis (Grant, 2008 p. 68). A Porters five forces analysis provides an indication of the competit ive forces influencing rivalry in the airline industry.2.1 PESTLE AnalysisThe PESTLE analysis is a qualitative evaluation of the political, economic, social, technological, legal, and environmental forces affecting the airline industry. The focus of the analysis is on the East Asian region, which is the primary market for Air Asia.Political The propensity is toward liberalisation of the airline markets in East Asia to allow airlines access to markets without the need for a specific bilateral agreement concerning air superman between nations. An ASEAN open skies agreement, the Roadmap for Integration of Air Travel Services (2004) was ratified by member nations in 2007 and will be fully implemented by 2015. Nations in the region such as India and China that are not members of ASEAN are also liberalising air exaltation regulations (OConnell Williams, 2006, p. 362).Economic The rate of economic growth in the ASEAN nations is vari adapted, with the ASEAN member nations experiencing a growth rate of solely 1.5% in 2009 because of the orbicular economic crisis. In contrast Chinas GDP grew at 8.9% in 2009 trance Indias GDP grew at 6.8%. Economic growth in 2010 and beyond in the region is likely to be strong because East Asia has largely recovered from the global recession.Social The social trend in East Asia is towards convince magnitude consumption including transportation consumption because of the economic growth in the region. Globalisation has also increased the propensity to travel in East Asia for both business and recreational purposes. The tribe in the region is also growing rapidly. Another social trend is the increased use of personal computing devices, which intersects with the technology drivers in the airline industry.Technological The air transportation industry is technology-driven, with data technology used to elicit marketing and engineering technology used to improve safety. Airlines use information technology musical arrangements such a s internet ticket gross sales, paperless tickets and automated check in systems to improve customer care while reducing cost of operations (Buhalis OConnor, 2005, p. 12). These systems are also used to maximise load capacity by haughty scheduling and use of aircraft.Legal The nations in East Asia nonplus various ownership and anti- challenger laws that affect the ability of airlines to merge or to acquire an airline (Hsu Chang, 2005, p. 558). In addition some nations in the region have laws that affect the ability and the nature of joint venture agreements between domestic and foreign airlines.EnvironmentalThe PESTLE analysis suggests that the implementation of the Open Skies agreement can increase access to markets for air carriers although the various national laws concerning ownership whitethorn hamper the use of a merger and acquisition strategy for refinement. The analysis also suggests that airlines implementing new technologies to improve customer care may enjoy a compe titive advantage. The growing population and affluence in the region will produce greater demand for air transportation in the long run.2.2 Five Forces AnalysisThe five forces analysis is an industry-based assessment of the factors driving competition to support the development of strategy (Peng, 2009, p. 35) (see Appendix A). If the competition in the industry is high, there is less likelihood that a firm in the industry such as Air Asia will gain competitive advantage through a strategic initiative. emptor Power Buyer condition in the airline industry is weak because of fragmentation of buyers and the large numbers of potential buyers. The propensity of air travel in East Asia is comparatively low compared to the global average of 2.0 trips per year, with India at .1 and China at .3 (OConnell Williams, 2006, p. 362). At the same time, the large size of the East Asian market results in adapted travel to support a growing airline market. Buyer power is somewhat strengthened by lo w duty period costs in the industry, with buyers able to chose among many different competing airlines. Buyers can be segmented into business travellers and recreational travellers with different price sensitivities. Business travellers value flight schedule and convenience in an airline with price often a secondary consideration. In contrast, recreational travellers are more sensitive to price and the cost of the airfare relative to the total cost of recreation (Talluri van Ryzan, 2004, p. 17).Supplier Power Suppliers in the airline industry consist of aircraft manufacturers, producers of fuel, and dromes, with the power of these assemblages keep. The manufacturers of aircraft have moderate bargaining power because of the high cost to airlines for switching aircraft types because of the need to carry additional parts inventory. Aircraft manufacturers, however, pose no threat of credible integration. The producers of fuel have relatively strong bargaining power because oil pric es are formal by global markets with airline consumption representing just a small portion of oil industry sales. Airports have moderate bargaining power through their ability to provide airlines with admissions and ground services. Although airlines changing airdromes in a destination region face high switching costs, the increased development of regional airports intended to reduce congestion at major airports reduces the bargaining power of airports because of gate fee competition (Hooper, 2002, p. 293).Threat of Substitutes The threat of substitutes is high in domestic markets because consumers in East Asia prefer rail and road transportation that is less expensive than air travel whenever possible disrespect the increase in time for travel (OConnell Williams, 2006, p. 362). The threat of substitutes in international travel within the region is low because of the absence of viable substitutes. Overall, the threat of substitutes in the industry is moderate.Threat of Entry T he threat of entry is high in the industry. Although the cost of aircraft is high, a new firm can enter the market with only a few aircraft as Air Asia did in 2001. The liberalisation of the market environment is eliminating barriers to entry in the form of governmental restrictions on airline routes. As a result, a threat of entry also exists from established airlines from other regions seeking to expand routes in the East Asian region. combative Rivalry Competitive rivalry is high in the industry because of a diversity of rivals, high cost of fixed assets and operations, low switching costs, and low levels of product differentiation. Many airlines compete in the East Asian market, each of which has different strategies and different brand reputations. As a result, price rivalry is characteristic of the industry. Aircraft are expensive to purchase and operate, with a high load capacity necessary to cover costs. Passengers can switch airlines at a relatively low cost despite the use of incentive programmes by some airlines to increase customer loyalty. While air transportation can be differentiated based on the level of amenities available to passengers, the fundamental attribute of transportation service is similar in all airlines.The five forces analysis suggests that the primary threat in the industry comes from competition among rivals, which is intensified by the possibility that new airlines will enter the East Asian markets. The analysis also suggests that opportunities may exist for smaller airlines to form strategic partnerships with other airlines to expand the schedule and destination options for passengers at a cost less than the amount necessary for direct investment in aircraft and terminal gate facilities. In the low cost segment of the industry, taking advantage of this opportunity would require Air Asia to adopt a strategy that restructured in the industry (Cockburn, Henderson, Stern, 2000, p. 1127).2.3 competitors and Competitor GroupsCompe titors in the airline industry can be divided into the two main groups of full service airlines and low cost airlines. Full service airlines are large firms that have been in the industry for an extended period of time, with many of these airlines enjoying a monopoly or quasi monopoly on certain national routes prior to the piecemeal liberalisation of the airline industry in the ASEAN market, with full liberalisation taking place by 2015. These major airlines often use a hub-and-spoke routing system in which short-haul feeder flights bring passengers to a hub airport for transfer to other aircraft for long-haul flights or for other short-haul flights to reach their final destination (Burghouwt and Veldhuis, 2006, p. 107). Airlines in this competitor group use a differentiation generic strategy based on frequent flight scheduling and use of airports conveniently located with respect to major urban centres, with a wider range of services justifying higher ticket prices. They also hav e a wider range of destinations including transcontinental flights. Competitors in this group include Singapore Airlines, Air China, Malaysian Air, and Thai Airways International. The low cost group of competitors focus on flights taking passengers directly from the point of origin to their final destination, although transfers may be necessary to consolidate passengers and maximize capacity utilisation. Airlines in this competitor group are regional airlines with destinations limited to East Asia. There are numerous competitors in this group including Jet Star, Tiger, Value Air, Firefly, and Maswings. Appendix B shows the positioning of firms in the two competitor groups.2.4 Developmental Stage of Market and IndustryThe air transportation market in the East Asian region is in the growth stage of development, which is characterised by a rapid rate of increase in sales (Inglada, Rey, Cote-Millan, 2006, p. 9). The economic growth in the region is allowing more individuals to afford a ir transportation, particularly for tourism. In addition, the increased commerce with the ASEAN region and with China as a result of the ASEAN Free Trade Agreement that was gradually implemented between 2004 and 2010 is producing higher commercial and business demand for air transportation between southeastern Asia and China (Wong Chan, 2004, p. 509).The low cost segment of the airline industry in East Asia can be viewed as at the point of emerging from the market penetration phase of growth. The low cost airline industry is comparatively new in East Asia, with independent airlines entering this market segment in 2001 (OConnell Williams, 2005, p. 260). Many of the firms in this segment of the industry can be considered prospectors using the Miles and Snow typology because they adopt strategies to use entrepreneurial skills for developing new types of services and have strong marketing competencies (Wratschko, 2009, p. 71). In contrast, the major air carrier segment of the industr y can be considered mature, but undergoing a period of transformation because of the elimination to governmental regulations that had given many of these airlines a competitive advantage in routes and airport access. These airlines can be considered as defenders because they focus on retaining market touch despite the instability in the market created by new market entrants such as low-cost airlines.3.0 Resources and CapabilitiesIn the resource-based theory of the firm, the resources and capabilities of the firm should be the hind end of the firms strategy. To use this approach, the firm assesses its resources, determines the capabilities that can provide it with competitive advantage, select a strategy that matches resources and capabilities with opportunities, and identify resource gaps that have to be filled (Grant, 1991, p. 115). A SWOT analysis can be used to identify the resources and capabilities of Air Asia and the way the firm can use these resources to take advantage of opportunities and counter threats (see Appendix C). A value range of a function analysis can provide an assessment of the areas in which Air Asia can add the most value for customers, which a gap analysis identifies the resources that Air Asia must acquire to implement a selected strategies.3.1 Swot AnalysisStrengths Air Asia has a strong management team, with operations managed by an ex-Ryanair director with grand experience in controlling expenses in a low cost airline (OConnell Williams, 2005, p. 264). The airline has a good technology infrastructure that supports very low cost of operations from its use of technology to automate customer processing and to maximise load on flights. The company also has strengths in operational cost containment through very low staff levels, lack of amenities on flights, and standardisation of aircraft which reduces expense for maintenance and parts inventory. Only 8% of the airlines passengers are business travellers, indicating that the cost leadership strategy has been successful in attracting the recreation segment of the market (OConnell Williams, 2005, p. 268). Another strength of the firm is its marketing competency, which has effectively designed and promoted a service targeted to the underserved low-cost no frills segment of the market. The airline has a breakeven load factor of only 52% and the worlds lowest airline unit cost of $.23 per passenger kilometre (OConnell Williams, 2005, p. 265). The airline also has a strong brand reputation in the market for offering low fares. The airline also has strong information technology competencies.Weaknesses Air Asia has weaknesses in human resources, poor customer care in resolving complaints, and limited ability to attract business travellers. Because of its low cost approach to operations, the airline has lower staff levels than competitors. The lower staffing creates issues such as delays in turnaround time that result in delays in departures, with inadequate commu nications and support for delayed passengers. The airlines business model also reduces its ability to attract the business market that values flight scheduling, on time flights, and convenience. Air Asia uses only the A320 aircraft, which has a range of only 4,800 km with a full passenger load, which limits the destinations that the airline can serve (Airbus, 2010).Opportunities Opportunities for Air Asia are providing expanded service in the growing East Asian airline market, opening new intercontinental routes, and forming joint ventures or other strategic alliances with competitors in markets not currently served by the airline. A significant overlooked opportunity in the region is the potential of tourism from Northeast Asia to Southeast Asia (Winter, 2007, p. 28). Smaller airlines can gain greater access to markets in the region through joint ventures and strategic alliances that allows airlines to code share, which involves transporting passengers using aircraft from two or mo re airlines.Threats The primary threat for Air Asia is an increase in competition with some airlines adopting a similar operating model to Air Asia which reduces differentiation. A threat to the business model comes from cultural differences such as the election of Indonesians to use heavy luggage that must be stowed in cargo compartments (The Low Cost, 2009). Another threat comes from the regulations in some nations setting minimum fares and airport usage limitations, which are not covered by the ASEAN Open Skies agreement. The airline is vulnerable to the threat of an increase in fuel prices and the possibility of disruptions to travel caused by terrorist attacks.The SWOT analysis indicates that Air Asias strengths in management, operational efficiency, marketing, and brand reputation would allow it to take advantage of the opportunities presented in the region from growth and tourism potential. These strengths could also support efforts to develop more intercontinental routes an d joint ventures with competitors. The weaknesses of the airline in limited human resources and poor customer care could inhibit growth unless they are addressed. The weakness of insufficient staffing increases the firms vulnerability to the effect of cultural differences. At the same time, the firms strengths can help overcome the threats posed by increased competition. The airlines difficulty with attracting business passengers because of its business model may ultimately have a negative effect on its market share as business travel in the region increases.3.3 Value Chain AnalysisThe value chain analysis disaggregates the activities of the firm to determine which activities add the most value to customers (Grant, 2008, p. 145). The inbound logistics segment of the chain involves purchase or leasing of aircraft, fuel, and gate length at airports, which add some value through reducing overhead and by providing convenient or delectable routes. The airline adds significant value to the customer in its operations, which has reduced costs to allow the fares to be the lowest in the world. This segment of the value chain, however, does not add value for customers who desire amenities or assistance from airline staff because of insufficient support from the human resources management function. Outbound logistics in the context of an airline involves factors such as airport turnaround time, which are related to operations. Marketing and sales also adds significant value to operations by the airlines ability to leverage its technology support function for internet ticket sales, paperless tickets and automated check-in. Because of the difficulties that the firm has with customer care and complaints, the after sales service segment reduces value for the customer. base on this analysis, Air Asia adds primary value for customers in the operational and marketing segments of the value chain.3.3 Gap AnalysisGap analysis involves determining the discrepancies between the cu rrent resources of the firm and the resources necessary to achieve the desired future state (Grant, 2008, p. 162). The generic future state for Air Asia is continued growth in its primary market in East Asia and expansion into secondary markets. To increase its share of the market in East Asia, Air Asia requires additional aircraft, additional staff, and additional access to airport gates. The airline has 78 planes available including aircraft owned by the firm and aircraft available through joint ventures, all of which are A320 models. Because these planes operate near capacity, additional aircraft would have to be acquired for expansion. To expand into intercontinental markets, the airline would also need larger aircraft with longer range. The firm would also require additional human resources to meet the operational and customer care needs with expansion, particularly to attract business customers. The analysis suggests that the firm does not have sufficient depth and breadth of resources to support expansion and must acquire additional resources.3.4 Technical and Landscape Fitness of Air AsiaAir Asia has high technical fitness, but only moderately high adorn fitness. Air Asia has developed and implemented a proprietary yield management system, computer reticence system, and enterprise resource planning system. In addition, the firm makes capacious use of a front-end internet interface with its backend computer systems to support online internet ticket purchases and paperless tickets. The technology systems are flexible enough to respond to any change in customer requirements, and have been a factor in promoting the acceptance of paperless tickets in Malaysia (Sulaiman, Ng, Mohezar, 2008, p. 149). Air Asia has been successful in attracting the low-cost segment of the market, but may not have sufficient flexibility to respond to a change in the environment such as a surge in business demand or a dramatic decrease in demand because of terrorist attack or high fuel prices.3.5 Competitive ScenariosA likely competitive scenario is an increase in competition in the low cost segment of the East Asian airline market from new entrants and low cost subsidiaries of established major carriers. A FAR analysis of the scenario suggests that other carriers will adopt some of the functions used by Air Asia such as paperless ticketing, reduced staff level, and no amenities to become cost competitive. The assets required for these airlines to adopt this business model are generally available with their existing fleets of medium range aircraft. The assay posed by this scenario is Air Asias loss of competitive positioning as the lowest cost carrier in the market.4.0 ConclusionThe most likely source for Air Asias success has been its willingness to risk using innovative strategies to reduce costs while maintaining profitability. The firm was a pioneer in the use of internet reservation and paperless tickets in the market, with its marketing overcomin g any passenger reluctance to use the electronic systems. It has also adopted the innovative strategy in the low cost segment of the market of forming joint ventures with competitors to gain entry into new markets and to reduce operational costs.4.1 RecommendationsAir Asia should expand into the intercontinental market by using Abu Dhabi as a hub for routes in western Asia, North Africa, and Europe. From the Abu Dhabi hub, the airline could offer flights to India and Southeast Asia. The business model would continue to follow the cost leadership generic strategy. To implement this strategy, the airline would have to expand the size of its fleet, with the possibility of adding some wide body aircraft designed for long haul flights in addition to A320s. Funding could be obtained from a seasoned equity offering, with the airlines historic performance supporting the offering. The airline could also form code sharing relationships with low cost airlines in Europe and western Asia. This s trategy would offset some of the airlines vulnerability from additional competitors using a low cost business model entering the East Asian market.Air Asia should offer some flights designated as business class that provide a wider range of services for business travellers at a higher price than its habitual flights. This strategy would be intended to attract a higher percentage of business travellers. Implementing this strategy would require modified A320s to provide passengers with additional seating space and may require additional staff for customer care. The business class aircraft would have priority in operations for scheduling and turnaround to ensure that they remained on time. The airline would use its marketing competencies to differentiate between low cost fares and business class fares. This strategy would address the problem of low market share in the business segment of the market and diversify the market base if competition in the low cost segment increases.