Solomon Barney Project :: essays research papers

SOLOMON BARNEY PROJECT Political Website and Online Book Store Project Charter PROJECT MANAGEMENT FRAMEWORK Solomon Barney Project Document Revision History V 1.1 11/15/04 2nd Draft produced containing updated "project definition" work from 11/08/04 worksession 1.2 11/22/04 Contribution and work flow planning finalized. Roles and Responsibilities finalized. 1.3 11/29/04 Initial project steps defined and waypoints defined with customer. 1.4 12/02/04 Revised final draft containing work from 11/29/04 work session and accepted previous changes 1.5 12/05/04 Final Draft accepted. Table of Contents PREFACE 1 PROJECT STATEMENT 2 PROJECT PLAN PURPOSE 2 PROJECT OBJECTIVES 3 GENERAL OVERVIEW OF PROJECT 3 CURRENT ENVIRONMENT 3 PREVIOUS ACTIVITIES 4 WORK BREAKDOWN STRUCTURE 5 TIMELINE 8 RESOURCE ALLOCATION 9 BUDGET 10 COMMUNICATION PLAN 11 PROJECT RISK/CONTINGENCY PLAN 12 Preface Document Version Control: Questions regarding updates and currency of the subject document should be directed to the owner of this document, or the project manager. This plan was generated by the WSC Project Team. WSC will be implemented and deployed for the Office of Solomon Barney Associates. Project Stage: WSC will be based on the commercial-off-the-shelf application titled vBulletin. The project is currently in the Development stage of the life cycle. Approval: A completed stage exit will constitute approval of this plan. Document Owner: The primary contact for questions regarding this document is: Dale Gribble, Project Manager/Planner WSC Project Team Phone: (555) 555-5555 Internet: bsm@Dalecom.com Document Change History: (Nature and date of each change are recorded here) November 15, 2004 – Document Creation. Privacy Information This document may contain information of a sensitive nature. In particular, staff names and phone numbers, and E-mail addresses. This document should not be distributed outside of the Project Team. 1. Project Statement Create a user friendly, customer oriented website for political debate and a digital store front for the sale of political merchandise. 2. Project Plan Purpose This document provides an orientation on how the Web Site Creation (WSC) project will be managed. It also defines the deliverables, schedules, risks, dependencies, assumptions, estimates, and change management philosophy. This plan will: †¢ Provide a general product description and overview. †¢ Provide a project plan purpose and objectives †¢ Identify a Work Breakdown Structure (WBS). †¢ Identify a timeline through schedules and activities to be performed. †¢ Identify required resources through a resource allocation plan. †¢ Identify a risk analysis and contingency plan. †¢ Give a detailed budget. †¢ Establish a communication plan. †¢ Provide a basis for management tracking and control. This plan is an active document and may be formally revised at the end of each of the following stages of implementation: †¢ Research and Testing †¢ Planning †¢ System Integration †¢ Pilot Installation and Testing †¢ Pilot Deployment and Acceptance †¢ Pilot Post-Implementation Assessment †¢ Host wide Implementation 3. Project Objectives †¢ Refine requirements from customer. †¢ Develop an overall plan for project waypoints. †¢ Assign subtasks to the waypoints. †¢ Develop a timeline for completion of each task. †¢ Allow for rework at each waypoint. †¢ Create a preliminary budget for the product, and get customer approval. †¢ Refine the budget. 4.

Good Communicator Essay

Effective communication begins when a specific message is conveyed to people and that your idea is being received and people understand what you are saying to them. This is especially important in the healthcare industry because proper interpretation from patients is critical in them receiving the utmost care and proper diagnosis. Interaction between healthcare workers, doctors and patients is critical in communicating symptoms, diagnosis and test results and treatment of patients. When workers are able to communicate with each other it makes it easier to interact with the patients by having all the needed information, whether it was symptoms relayed from patient, test results relayed from lab or diagnosis relayed from the doctor. There are six characteristics of both supportive and defensive relationships, where one set of characteristics focus on compassion and empathy and defensive characteristics are to the point and abrupt without any interpersonal communication between parties involved. Supportive relationships would seem to be the better choice for the healthcare industry because like a broken wheel halts forward progress, so does non-communication among professionals and patients. When there is no empathy present with a patient they feel like no one understands their problem and feel like they are not getting the help that they deserve. Assertive communication allows an idea to be brought up and talked about but making sure all parties are respected. By being assertive is a learned technique to use and if not done correctly can cause conflicts among the workplace because people do not like abrupt changes in the workplace. Once changes are felt by all and are eventually practiced, it becomes part of a daily routine in the office and there are no longer conflicts having to be resolved. When being assertive one must not become aggressive also or a person would become known as a â€Å"bully† in the workplace and doesn’t care what the consequences of actions will entail. Not only can assertive behavior be bad if not utilized correctly, it may also cause undue stress on the coronary system and could ultimately lead to a heart attack or stroke. When using an assertive style in the workplace, one must be aware of negative reactions that could occur and be able to be ready with additional information to sway the receiver. One must not be too aggressive with tone and pitch of the voice and it will send off the wrong impression to receivers and not sway them to understand what is being said. When faced with aggression most people react negatively and this would not be advisable in a healthcare setting. An example would be when a medical coder has a question on what a doctor has documented in a patients file that doesn’t seem appropriate for the diagnosis so a doctor must be spoken to get more information to code correctly but without pointing fingers at the doctor. If the coder inquires aggressively then the doctor would become irate over being questioned but if the coder were to inquire assertively they would seem more like they just wanted more information to properly code the patient’s records. I fall under the type B personality because I am very easy going, but I do want to be heard when needed. I don’t feel that aggression is the answer but I do feel that one can be assertive and get a point across without being viewed as being too aggressive. Assertiveness takes into account what others feel and say and aggressiveness is all about what â€Å"I† want and need and not what â€Å"they† want or need. Previous positions that I’ve worked, I had many supervisors that used very assertive behavior and they really didn’t get good feedback. When workers became assertive about their needs for specific things at work, then supervisors are more likely to hear what they want and react appropriately. I do have a hard time getting my point across because I know what I want to say in my brain but when it comes out of my mouth it becomes all jumbled and does not make sense. I’m trying to work on my communication skills and am hoping that this course will increase my skills so that I can speak more clear and concise and have people understand what I want to accomplish in the workplace.

Starting a business Low-cost airline - Free Essay Example

Sample details Pages: 27 Words: 8187 Downloads: 1 Date added: 2017/06/26 Category Transport Essay Type Research paper Did you like this example? Introduction The goal of this project is to develop an estimate on the framework of starting a low cost airline. The requirements for this will be to develop costs, strategies and actual plausible routes for which the airline could be created. As the creation of an airline takes sometimes years of work and analysis, for this project cost estimation will be used based on policies used by other companies such as EasyJet and Rynair. Don’t waste time! Our writers will create an original "Starting a business: Low-cost airline" essay for you Create order Current Airline Economics Still recovering from the effects of 9/11, airlines are continuing to lower prices on all flights. With this many airlines have sprung up over the years with lost cost alternatives. These include the two European front-runners known as Easyjet and Rynair. Introduction into this market is fiercely competitive but with the current trends of the public gravitating towards low cost options, there is much room for gaining market share. Currently passenger numbers is at an all time high from the new economic availability from price drops and it continue to grow. 2004 current has seen a drop in stock by almost 12%; meaning competition is getting fiercer as they try to create more value for the consumer. 2004 as well has seen an increase of customer complaints of over 70%. This leads for room of a new airline entering markets with low cost but maintaining quality for the consumer to gain market share. The industry is growing despite previous value problems which means more then ever there is opportunity for a new comer who operates to combat current weaknesses while taking advantage of the current low cost trend. Current Competition The main two competitors to consider when forming the airline is EasyJet and Rynair. Both have been able to profit over the new focus on low cost airlines. Their strengths lie in the size of their company’s resources along with an ability to use their networks to expand further. To develop a company to compete with this, it is going to be important not only take their advantages of cost saving engines but also to be creative to give customers a reason to buy from this organization. Secondary competition comes from the form of alternative transportation. Rail systems within Europe are very effective and relatively low cost in comparison to many flights. This needs to be a concern when marketing Mobilize-you.com but only secondary to the strength or rival airlines as nothing is as fast as a plane. Company Registration As one of our major hubs is Rome, it makes sense to base our business there to ensure management is close to any potential problems. Italy has unrestricted foreign investment into the country that will enable for easy entry. On the other side Italy is well known for their complicated bureaucratic processes, which will mean during registration we must make sure that everything is done perfectly by the book. The company will be registered as a Joint stock company (Società   per Azion) (SpA) that is for companies who are not a limited company but has a sizable amount of foreign investment. The governing body for this will be Italian Organization for Economic Co-operation and Development which is the basis for all regulatory actions for new business. The company name will be called Mobilize-you and the web name will be called Mobilize-you.com. Taxation Within Italy, Mobilize-you will be required to pay the normal corporate taxation rate of 33% pl us. This taxation rate is standard for most of the world and the local rate is lower then most other countries meaning this neither gives nor takes away any advantage from being based within Italy. Licensing Other then registration within the Italian government Mobilize-you must also be registered with the CAA (Civil Aviation Authorities) and the required license will be a Class A that enables the transport of passengers in Aircraft with over 20 seats. To acquire this license the operators must first pass the Air Operators Certificate (AOC) which is regulated by the CAA as a testing procedure for safety regulations, this will need to be written in Italy as it is where the company will be started. Once that is done Mobilize-you must prove that they have the required financial backing to start the airline and then show a standard business plan that will highlight why they will be a successful venture. After this Mobilize-you then needs to show they have proper insurance to cover the capacity in which they will operate. The final step in licensing is the requirement for all planes operating within the European Union to obtain an EEC route license that imposes additional transport laws on the applicant. This license is required for allowance to land within any EU airports and normal regulations involve payload size etc. Basic Company Management The organizational structure for Mobilize-you will be kept simple and small with high involvement of the whole team. Out sourcing will play a key role in this so that costs can be kept low and related to cash flows instead of incurring large fixed costs. The main team will consist of five people, all of whom will be paid a yearly salary of $100,000. Their structure will be used as a board of directors voting system with myself being places as the CEO. CEO The CEO will be required to oversee the entire operation and determine future company direction. The CEO take full responsibility for the actions of the company and liable for mistakes. The responsibilities will involve management of the senior team along with strategy development. CFO Chief financial operator will be responsible for handling the accounting contracts with outsources supplier and for developing accounting procedures to promote solid business practices. As CFO, the person is also responsible for developi ng efficient cash flows and determining investment requirements. Within these duties the CFO also needs to produce income statements for analysis and negotiate with investors and suppliers in terms of payment. Head of Human Resources Responsible for handling the negotiations with the crew of Mobilize-you. Also needs to develop recruitment strategies and pay packages for staff along with account management for the outsourced administrative staff. Head of Strategic Marketing This manager handles the account management and direction of the advertising budget. The responsibilities includes budget management, developing of strategies and brand creation for Mobilize-you. Head of Operations Is responsible for handling the aircraft maintenance along with the contracts involved with leasing of aircraft and overhead. Responsibilities involve budgeting and overall ensuring that the airline will operate. This involves negotiating with airports service teams. Choice of Routes The choice of routes is vital for the survival of the airline. Routes must be chosen to keep load factors high, ideally 100%, to get maximum revenue from each flight. Competition from other airlines must be considered, more so from competing low cost airlines than premium carriers like British Airways or Air France as they target a different market. If Ryanair or EasyJet are not currently operating in an area that greatly increases the allure of the market as there is less competition. A key to survival in the low cost airline business is to minimize the competition with other low cost airlines while operating in the same general market. The reason I didn’t choose any Paris-London or Dublin-London routes was the large amount of other low cost airlines operating those routes. To enter these route markets is to enter into a direct price war with established service providers. As a startup airline that would be a dangerous maneuver without sufficient financing and the willin g to operate at a loss until the competition has been finished. As a startup I don’t have those resources so I mainly looked at routes open for entry that were lacking a low cost provider. Choosing routes that were useful to business as well as recreation travelers was also an important consideration. Making your airline available to both types of traveler is important to maximize potential clients. This was also taken into account when drafting the timetable of flights as well. Brand recognition also received consideration in planning routes. By traveling to five different nations the airline is able to build a reputation and hopefully this will translate into customer confidence and increased sales. Good brand recognition combined with efficient advertising and a reliable service will help draw customers to the airline and increase revenues. 1.Vienna to Frankfurt (Frankfurt Hahn) à ¯Ã¢â‚¬Å¡Ã‚ ·Gets both business travelers and vacation seekers. à ¯Ã¢â‚¬Å¡Ã‚ ·With a base of 505,869 passengers in 1995 the number of passenger in the last 10 years has surely increased. Vienna International Airport has experienced consistent large gains in passenger numbers so the number of passengers going on this route is undoubtedly much larger. à ¯Ã¢â‚¬Å¡Ã‚ ·If the average of 99 passengers is obtained using the Boeing 717 then the load factor will be 93% which is excellent and allows extra room in peak seasons. Since the number of passengers has most likely increased though there is no data for the increase in the number of flights the same average of 99 passengers per plane is used. à ¯Ã¢â‚¬Å¡Ã‚ ·Entry frequency is 28% that is relatively high but no low cost airlines do this route. Neither EasyJet nor Ryanair operate on this route. Swiss Air and Lufthansa are the main operators on this route. 2.Vienna to Amsterdam à ¯Ã¢â‚¬Å¡Ã‚ ·Vacation seekers and business people will utilize this route. à ¯Ã¢â‚¬Å¡Ã‚ ·With over 360,000 passengers fl ying this route in 1995 the figure in 2005 would much higher if it followed market trends. The figure of 99 passengers per plane is assumed to be constant and flying with the Boeing 717 the load factor will by 93%, just enough to allow for extra passengers during peak periods. à ¯Ã¢â‚¬Å¡Ã‚ ·Ryanair and Easyjet have not yet exploited this market so it lacks a true low cost operator. à ¯Ã¢â‚¬Å¡Ã‚ ·A 39% entry frequency is high but I feel that by choosing Vienna as my base I can overcome these obstacles and be able to survive and prosper in this market. 3.Rome (Ciampino) to Athens à ¯Ã¢â‚¬Å¡Ã‚ ·Vacation seekers and business people will utilize this route à ¯Ã¢â‚¬Å¡Ã‚ ·EasyJet and Ryanair do not fly this route so I feel that a low cost airline will be able to be highly competitive on this route. à ¯Ã¢â‚¬Å¡Ã‚ ·With an average of 186 passengers per route it has the potential to be highly profitable. Flying with a plane capable of carrying 220 passengers this gives a good load factor at 85% à ¯Ã¢â‚¬Å¡Ã‚ ·The market size of over 500,000 in 1995 has surely bloomed and the low 18% required entry share is highly attractive. By having a high load factor I should be able to enter the market and prosper. 4.Rome (Ciampino) to Madrid à ¯Ã¢â‚¬Å¡Ã‚ ·Vacation seekers and business people will utilize this route à ¯Ã¢â‚¬Å¡Ã‚ ·Through Ryanair and Easyjet both have hubs at Ciampino, they do not cover this route. The lack of a low cost carrier on this route makes it more attractive. à ¯Ã¢â‚¬Å¡Ã‚ ·With 125 passengers per plane on average the carrying potential is high. By using a plane that potentially seats 150 people that will result in a load factor of 83% which is an excellent figure. à ¯Ã¢â‚¬Å¡Ã‚ ·The 19% required share value is also low for a route with potential for new entry. This is another positive factor that influenced my decision. Choice of Hubs Hubs were chosen primarily for low cost and solid increases in passenger traffic. Financial incentives offered by airports were attractive and those with the best packages offered were considered favorably. Location also played a factor, as the airline must choose strategic locations to expand in the future. Vienna: Vienna International Airport has shown excellent growth in passenger volume and is committed to lowering costs to assist in attracting airline companies. Incentive packages for frequent departures and landing combined with free parking and fees. Their commitment to reducing costs relative to neighboring airports was a major factor in selecting this airport as a hub. The location of Vienna as a hub was also a factor. Being central in Europe’s geography flights from Vienna can easily reach all Western Europe and provides a gateway for the rapidly developing countries in Eastern Europe. The addition of Eastern European nations to the EU will increase busine ss traffic and wealth of the general population resulting in more flights. Having a hub here prepares the company for such a shift into Eastern European markets as they become available. Rome: Ciampino Airport. The choice of Rome as a hub was a more difficult one. The financial information on the airport is not readily available though it is assumed to be cheaper to operate from than larger airfields in the same region. The region is attractive as Rome is a major destination for tourists and business people alike so high volumes of traffic are assured. The market is large and low cost carriers abound. Ryanair and Easyjet both have hubs located here but they do not fly the routes I have chosen so they should have little effect on the airline. If my airline undergoes expansion or Ryanair or Easyjet enter competition with me on the routes I have chosen from this hub it will bring me into direct competition with these carriers. Rationale for Airport choice Vienna: Vienna International Airport. This airport was chosen for the growth in passenger volume and for the financial incentives offered. By flying from Vienna I am able to save 40% on airport fees by making more than 21 trips per week with similar reductions for fewer departures a week. The fact that other low cost airlines don’t have flights to this location was a major factor in selecting the destination Rome: Ciampino Airport. This airport was chosen over Leonardo Da Vinci International due to expectation of lower costs at the smaller airfield. Exact costs are not available for the airport but Ryanair and other discount airlines use this airfield over Leonardo Da Vinci International. The airport is already the destination of choice for low cost carriers and is adapting its facilities to deal with increased demand expected from these activities. The airport is actually closer to the city than Leonardo Da Vinci International and this is helping increase its popul arity. Frankfurt: Frankfurt Hahn Airport. I choose this airport over Frankfurt International Airport that is larger and closer to the city centre for cost and slot availability. Ryanair is based from this airport and EasyJet doesn’t operate to or from this city at all. The airport is only 120 km from Frankfurt city centre and can be reached in 70 minutes by modern bus and rail services. There may be bad for some travelers who would prefer to be in the city centre but the low price of the flight should offset any time lost or associated traveling costs. The airport is well served by the transport system so even people who have never been to Frankfurt before should be able to navigate to the city. Landing outside the city may be beneficial for people who’s main destination is not the city centre but on the outskirts somewhere. Amsterdam: Schiphol Airport. This airport is the only major airport in the Netherlands located close to the city of Amsterdam. Other a irports such as Groningen, Rotterdam, Eindhoven Airport and Beek were considered but all of them are a considerable distance from the city and extra transport would be required to reach Amsterdam. Though in previous cases airports were chosen that were outside the city centre I felt that these alternate airports were too far to justify the possible savings in airport fees. Madrid: Barajas International Airport. This airport was chosen mostly for lack of options. There are no other major airports within striking distance of Madrid and this airport is a high traffic zone with more than 40 million customers per year. A positive aspect is the construction of a new terminal that is expected to be open in 2005. This new terminal is expected to double airport capacity. This will increase slots available and allow us to operate from this location where otherwise slot competition would have had a negative influence on choosing Madrid as a destination. Athens: Eleftherios Venizelo s International Airport. This is the only major airport in Athens. Other airports are present in Greece but none conveniently located to the city centre. The airport is modern; having begun operating in 2001 so the facilities should be able to handle my planes with little problem. There is a good rail system connecting Olympic venues and other major destinations and since the airport is 20km outside the city these are vital to Athens tourism and for our customers. Calculations for the timetables of each route To construct the timetables for the flight routes it was necessary to determine the flight time between each city in the route. Using the formula that assumes the use of a jet is given as t = 0.65 + (distance in km / 850). This formula gives the travel time in one direction. I will use the Vienna to Frankfurt route as an example Vienna to Frankfurt t = 0.65 + (distance /850) = 1.38 hours per trip To convert 1.38 into hours:minutes format it is necessary to take the remainder after the whole number, divide it by 100 and multiply it by 60 minutes. The result is the whole number is the hours and the converted fraction is the minutes. 1.38 hours is 1 hour plus (38/100) * 60 = 22.8 minutes which is rounded up to 23 minutes. This gives a total flight time in one direction of 1 hour and 23 minutes. This is the value used from departure to landing time in the timetables. To determine the maximum flights possible per day a maximum 16 hour operating day was assumed. The 16-hour day was used to simulate typical average aircraft usage. Another factor that needed to be taken into account was the time used to disembark, reload the plane and take off again. This time was assumed to be 30 minutes and was used between every landing and takeoff. To calculate trips per day in a 16 hour work day: Trips per 16 hour day = 16 / (t + 0.5). The t comes from the above equation and the 0.5 represents the  ½ hour turn around time. Therefore Trips per 16 hour day = 16 / (1.38 + 0.5) Trips per 16 hour day = 16 / 1.88 = 8.51 trips This figure of 8.51 accounts for trips in both directions. To get the round trip total divide this number by 2. This result is 8.51/2 = 4.25 return trips per day possible. Since 0.25 of a trip is impossible 4 return trips are possible. Each trip takes 1 hour and 23 minutes. These calculations are repeated for each of the routes and the numbers used to fill in the timetable of scheduled departures. Timetable for Flights To choose the departure times for the flights between destinations a critical evaluation of potential customers was necessary. A business traveler needs to arrive before the start of the business day while the typical traveler would find it more suitable to leave after the end of the workday. The choices on this timetable are oriented to find a compromise between business and vacation travelers. Since it is not cost effective to allow a plane to sit and wait unnecessarily in between departures the last departure time had to be coordinated with the first departure of the day that makes it difficult to orchestrate. Those flying at the lowest possible cost typically expect inconvenient departure times but here I have tried to strike a balance. The times of departure are not the typical multiples of five and this is done on purpose to maximize the flying potential of my aircraft. If I tried to round off the flight times that would waste both time and money. For instance if I were to round the numbers up for aircraft 1 on Vienna to Frankfurt that would constitute a loss of 33 minutes just to make the numbers multiples of five. As a low cost operator 33 minutes of wasted time each day per aircraft is unacceptable so the departure times are for maximum flight hours. Aircraft 1 Boeing 717 Vienna to Frankfurt 1.38 hours per trip is 1hr and 23 minutes 4 trips per day Same time zone. Depart Vienna 0600 Arrive Frankfurt 0723 Turn Around Time 0030 Depart Frankfurt 0753 Arrive Vienna 0916 Turn Around Time 0030 Depart Vienna 0946 Arrive Frankfurt 1009 Turn Around Time 0030 Depart Frankfurt 1039 Arrive Vienna 1202 Turn Around Time 0030 Depart Vienna 1232 Arrive Frankfurt 1355 Turn Around Time 0030 Depart Frankfurt 1425 Arrive Vienna 1548 Turn Around Time 0030 Depart Vienna 1618 Arrive Frankfurt 1741 Turn Around Time 0030 Depart Frankfurt 1811 Arrive Vienna 1939 Turn Around Time 0030 A 0600 depart time for Vienna is chosen in this case to maximize the ability for business use and travelers who need to arrive in Frankfurt early. The timing also allows noon arrivals at Vienna which is good for business as well as an after dinner departure from Frankfurt for people who are leaving on their trips after work. A 5th flight leaving later in the evening is the obvious o ption that is missing but with an operating time of only 16 hours it was deemed that the 0600 departure would be better than a 2200 departure. These timetables may need to be adapted to customer demand in the future. Aircraft 2 Boeing 717 Vienna to Amsterdam 1.776 hours per trip is 1hr and 47 minutes 3 trips per day Same time zone Depart Vienna 0800 Arrive Amsterdam 0947 Turn Around Time 0030 Depart Amsterdam 1017 Arrive Vienna 1204 Turn Around Time 0030 Depart Vienna 1234 Arrive Amsterdam 1421 Turn Around Time 0030 Depart Amsterdam 1451 Arrive Vienna 1638 Turn Around Time 0030 Depart Vienna 1708 Arrive Amsterdam 1855 Turn Around Time 0030 Depart Amsterdam 1925 Arrive Vienna 2112 Turn Around Time 0030 A 0800 departure from Vienna is chosen in the case for diversification. By leaving, foregoing the red-eye flight I am able to provide service later into the evening with the final departure from Amsterdam at 1925 to allow people to leave that city after the work day and arrive in Vienna in time to catch public transport to their destinations. If the first departure were to be a 0600 then final departure from Amsterdam would have been a 1725 which would inconvenience people and hence lower the probability that th ey would take that flight. Here the later departure time in the evening was chosen over the early morning flight. Aircraft 3 A321 Rome to Athens 1.91 hours per trip is 1hr and 55 minutes 3 trips per day Athens is +1 hour Depart Rome 0600 Arrive Athens 0855 Turn Around Time 0030 Depart Athens 0925 Arrive Rome 1020 Turn Around Time 0030 Depart Rome 1050 Arrive Athens 1345 Turn Around Time 0030 Depart Athens 1415 Arrive Rome 1510 Turn Around Time 0030 Depart Rome 1540 Arrive Athens 1835 Turn Around Time 0030 Depart Athens 1905 Arrive Rome 2000 Turn Around Time 0030 The departure time of 0600 from Rome was chosen for business purposes as people going to Athens can arrive at the start of the business day. Though this is certain to be a popular flight for recreation seekers the 0600 start time does not come at the sacrifice of a later departure from Athens that leaves at 1905. Aircraft 4 A319 Rome to Madrid 2.215 hours per trip is 2hrs and 13 minutes 3 trips per day Same time zone Depart Rome 0600 Arrive Madrid 0813 Turn Around Time 0030 Depart Madrid 0843 Arrive Rome 1056 Turn Around Time 0030 Depart Rome 1126 Arrive Madrid 1339 Turn Around Time 0030 Depart Madrid 1409 Arrive Rome 1622 Turn Around Time 0030 Depart Rome 1652 Arrive Madrid 1805 Turn Around Time 0030 Depart Madrid 1835 Arrive Rome 2048 Turn Around Time 0030 For Rome to Madrid I believed that business travelers would benefit from the 0600 departure from Rome. Then the departure from Madrid to Rome is sufficiently early for business people to make it to Rome for the better part of the business day. The last departure of the day is at 1835 which is not good for vacation travelers who will find it difficult to get off work and reach the airport in time for departure but this is a necessary sacrifice for the first flight time of the day. Startup Costs The main strategy for Mobilize-me strateg ies for the low cost airline is to outsource as much as possible to lower startup costs. With this there is only the requirement to invest a large initial sum into a head quarters and initial marketing launch. I felt that the initial marketing launch is very important, as the company needs to be established as quickly as possible into a known brand. Trust is very important in the airline industry so in order to ensure the public knows the high standards that Mobilize-me stands for I have decided to invest $10,000,000 on the marketing launch. Also within this I feel it is a requirement to have an established headquarters that I have budgeted another $5,000,000 for. I also will require a float of 1,000,000 to handle any unforeseen costs outside of general operations. The total startup capital is $16,000,000. Fleet Specifications Plane Choice In today’s first world market, you really only have the choice of jet engines. Using a jet engine gives more thrust during the very fuel consuming take off which during the journey saves money. Of the major suppliers Airbus and Boeing offer the most widely acceptable aircraft. Both brands are at the forefront of the market and offer cost effective technology to increase bottom line profit. The other advantage of using these two companies is both are currently in fierce competition with each other which enables for top of the line maintenance contracts and leasing options. Fleet 2 Boeing 717-200 1 Airbus A321 1 Airbus A319 Plane Choice for Vienna to Frankfurt Vienna to Amsterdam Alternatives An obvious choice for these routes would be the widely used Boeing 737 with their large 180-passenger capacity and fuel-efficient technology. Average passenger sizes for these routes did not meet the capacity requirement for the Boeing 737 as to make it effective w e would need to be pushing maximum passenger amounts to be cost effective. With this it would be better to use the smaller Boeing 717 for these routes. The other viable alternative is using the Airbus lines like the A318 with a passenger capacity up to 130 that leaves room for growth. Problems with the Airbus are that they are not very fuel efficient with their fat bodies so high frequency short travel is not very effective. In the end I feel using the Boeing 717 is the best bet for effectiveness and efficiency. Boeing 717-200 Passengers- 106 Boeing’s 717 was the optimal choice for the short turnaround trips with lower passenger requirements that Vienna to Frankfurt and Amsterdam requires. This plane was created for these and due to this they have made great improvements on fuel consumption and costs. More effective cruising technology enables the 717 to save between 5% and 8% on fuels costs after reaching cruising altitude. Companies such as Air Tran airways has been able to lower costs considerable since introducing the 717 to their fleet by taking advantage of their greater fuel economy. Another draw of the 717 is that Boeing offers full maintenance coverage on their aircraft with their leasing and buying plans. The Boeing team are the absolute experts on their craft and have all the required replacement parts to lower any down time. Economic The Boeing 717-200 was introduced in 1999 to capitalize on the strengthening high frequency, low passenger load market. It’s rear twin jet technology allows for a more economic flight that will lower operational costs. Fuel consumption on the 717 is very low in comparison to its competitors and it also requires less maintenance as they have copied the tough framework of the DC-9 of the late 1970’s. Leasing versus Buying Purchasing a new Boeing 717 would cost around 38.0 42.0 million USD, while leasing a plane would be considerable less. Current leasing prices with Boeing include their standard maintenance agreement that ensures that all planes will be maintained properly. The advantage of leasing from Boeing is three fold. The first is the initial startup for the company will be less. Even in a standard lease situation where financers want to charge a normal 5% amortization rate to cover the 20 year life span on the model compounded yearly with a lease agreement of 20 years would still only have a first year cost of 2.1 million. The down side to Boeing lease agreements is the will handle the cost of your maintenance as well but own a 15% share in the company‘s seat sales from the craft. As this is a startup we need to consider cost first as the more money required to get off the ground, the harder it will be to succeed. Buying a fleet of planes is just currently outside the range that can be afforded from the start. The end result is to lease the current craft then as years pass on to gain enough capital to purchase the craft completely . Cost over Routes with Aircraft The range on the 717 is 1,430 nautical miles with a fuel capacity of 3,670 U.S. gallons. This gives a fuel economy of .39 miles/ gallon. Current fuel prices have been fluxuating from a high of 1.55USD this year to around 1.10USD so we will average it to around 1.30USD for this project which is high for now but fuel prices are ever increasing. The basis for my cost modeling is going to be used from calculations done from AirTran airways on savings from previously using DC-9-30. This is due to lack of actual numeric data on flight costs other then percentage saved. AirTran airways claims that the 717 is 24% more efficient in concerns to maintenance and fuel then the DC-9-30. 2000 figures for the DC-9-30 show that the hourly cost for running one is $2,157.00 which is broken down to 633.00 for fuel costs (at .7 a gallon) and 1524.00 for maintenance and upkeep. Altering this figure for today’s fuel prices (.70 cents per gallon 1.30/gallon) w e see hourly cost of fuel increase from 633 to 1175.58 making total cost 2699.57. Cost for running the 717 is then .74* 2699.67= 1997.68$/ hour Yearly Costs of Plane 1- Boeing 717 Vienna- Frankfurt 1 trip= 1hr 23 min air time= 1.38hrs*1997.68= $2756.80/trip Yearly= $2756.80/trip* 4trips/day*365days/year=$4,024,928.00 *2 for full return trip= $8, 049, 856.00 operating cost Amortization cost= $42,000,000 *.05= $2,100,000.00 Yearly Costs of Plane 2- Boeing 717 Vienna- Amsterdam 1 trip= 1hr 47 min air time= 1.78hrs*$1997.68=$3555.87/trip Yearly= $3555.87/trip*3trips/day*365 days/ year= $3,893,678.10 * 2 for full return trip = $7,787,356.20 operating cost Amortization cost= $42,000,000*.05=$2,100,000.00 Plane Choice for Rome to Athens Rome to Madrid A321 A319 Alternatives Rome to Athens has an average passenger load of 186 that will require a larger aircraft then the 717. Going larger in that range you can debate using the 747 but the y are notoriously used for long distances and still do not carry enough people, from here we look at the Airbus line. Airbus is fantastic for carrying people with the larger passenger capacity in commercial airlines. This is a trade off with slightly higher operating costs but low airtime makes them a good choice when moving a lot of people over relatively short distances. The trip to Athens needs a larger plane to accommodate the large market. With this I chose the A321 as it can hold 220 passengers, this may seem like a bad choice but when considering that in busier times more passengers will be required, in opening year we are trying to establish a name and being foolish with capacity could hurt our bottom line. I would rather have all 220 seats and be ready for increase passenger load then paying less and hoping no more then 200 show up passengers each trip. For the small Rome to Madrid route I feel that the Airbus A319 would be effective as they can meet demand accurately with a passenger load of up to 145. It has a slightly larger wingspan then most planes of its class that allows for slightly better fuel efficiency in the air. Airbus A319 Airbus A320 Economic factors The A321 and A319 both contain many of the same features like a large range so multiple trips can be made without fueling and increased aerodynamic designs to increase fuel efficiency. Another advantage of using the Airbus line is they have the capabilities to be altered into a more cargo carrying aircraft. This could be used to supplement income if ticket sales are low. Leasing vs. Buying Buying an A319 would cost between 44 and 49 million USD and purchasing an A321 would cost considerable more with a range of 51-56million USD. As with previous the most cost effective way to operate is to lease the plane at 5% while giving up 15% of each seat. As the company gains money over the year, they can start to purchase the planes so that there will be no loss on the revenue. C ost for Routes with Aircraft More published statistics on the Airbus line is available. Keeping current statistics with fuel prices currently being used at 1.30USD per gallon we can alter past statistics to give a current cost per hour. A321 hourly cost $1,736.00+ $787.00($1.30/$. 7)= $3197.57 Yearly Cost Plane 3- A321 Rome-Athens 1 trip=1hr 55min= 1.33hrs= $4252.77 Yearly= $4242.77/trip*3trips/day*365 day/ year= $4, 656, 781.10*2 for full return= $9, 313, 562.2 Amortization cost= $56,000,000* 0.05= $2,800,000 A319 hourly cost $1,458.00 +$698.00($1.30/$.7)= $2754.28/hr Yearly Cost Plane 4- A319 Rome-Madrid 1 trip= 2hr 13min= 2.217 hrs= $6106.24 Yearly= $6106.24/trip*3trips/day*365days/year= $6,686,331.44*2 for full return= $13, 372,662.88 Amortization cost= 49,000,000*0.05= $2, 450,000 Human Resources- Staff Flight Crews Advantage of low range, high frequency flights is you can get away with the minimal requirement for staffing as long as you ensure the quality is maintained. The 717 flights will employ one captain per flight and one co-captain. For support there will be three attendants (one of which is a senior attendant) to handle the needs to the passengers. In my opinion I would rather pay more for experienced staff to ensure a high quality service is given to c ustomers. The Airbus A321 and A319 will be staffed in the same way. Flight Attendants Easy jet currently pays attendants $36,000/ year and senior attendants $44,000 year. To compete with this I would like to offer these salaries with a profit sharing scheme that could be worth up to another $4,000 per year. Pension plan will also be added to this for any employee after 1 year that will equal to the standard 5% per year. Added to the bonus scheme we will be offering 32 yearly holidays that includes bank holidays. All flights will be offered to employees at free of charge as long as there is seat availability. Pilots/ Co-pilots Once again basing salaries on EasyJet as their pricing model will be similar to ours, Pilots are paid $130,000 per year and Co-Pilots will be offered $70,000. Bonus scheme for pilots will be worth up to $10,000 per year and co-pilots $7,000 per year. Pension will still be 5% of salary and they will receive 32 yearly holidays. Again flights will be offered free if seats are available. Staffing Requirements and Cost The most effective way to judge this is to completely separate the routes to determine need and required crew. I also feel to increase quality to the client that having crews who work together all the time on the same path will be able to perform best so each will be staffed separately with a small float to cover holidays, sickness etc. Route Vienna to Frankurt Daily Flights- 4 Time per Flight including turnaround- 3hrs 46min Total hrs working day- 15hrs 3 min Weekly Time- 105hrs 21min Employee Supply To cover this route, it is going to require 3 full crews. Each crew will be required to do nine trips per week along with alternating each week taking one other trip. This will equal to working an average of almost 39 (9*3hrs 46min+ 1.33*3hrs 46min= 38.7hrs) hours per week. Holiday time will covered by our float crew and any other adjustments will need to be handled by contractors. Annual Cost for this route Attendants= 6*36,000=216,000+bonus of 4,000*6=216,000-240,000 Senior Attendants= 3*44,000=132,000+bonus of 4,000*3=132,000-144,000 Pilots= 3*130,000=390,000+bonus of 10,000*3=390,000-420,000 Co-Pilots= 3*70,000=210,000+bonus of 7000*3=210,000-231000 Total=$948,000-$1,034,000 Route Vienna- Amsterdam Daily Flights- 3 Time per Flight including Turnaround- 4hrs 33min Total hr in working day- 13hrs 39min Weekly Time- 95hrs 33min This route will require 3 full crews as well with the requirement to do seven routes per week. This can be split at their discretion based on individual requirements which also makes this job more marketable. Also within this as their workweek is under 32 hours, the will be asked on occasion to take extra routes to cover holidays or sick leaves. Annual Cost for this route Attendants= 6*36,000=216,000+bonus of 4,000*6=216,000-240,000 Senior Attendants= 3*44,000=132,000+bonus of 4,000*3=132,000-144,000 Pilots= 3*130,000=390,000+bonus of 10,000*3=390,000-420,000 Co-Pilots= 3*70,000=210,000+bonus of 7000*3=210,000-231000 Total=$948,000-$1,034,000 Route Rome Athens Daily Flights- 3 Time per Flight including Turnaround- 4hrs 49min Total hr in working day- 14hrs 28min Weekly Time- 101 hrs 16min Once again 3 flight crews should be able to handle this route with 7 roundtrips per crew being the standard. The weekly time worked on this would be 33hrs 45min. As this is low, flight crews may be required to take additional routes every once in a while depending on demand. Annual Cost for this route Attendants= 6*36,000=216,000+bonus of 4,000*6=216,000-240,000 Senior Attendants= 3*44,000=132,000+bonus of 4,000*3=132,000-144,000 Pilots= 3*130,000=390,000+bonus of 10,000*3=390,000-420,000 Co-Pilots= 3*70,000=210,000+bonus of 7000*3=210,000-231000 Total=$948,000-$1,034,000 Route Rome- Madrid Daily Flights- 3 Time per Flight including Turnaround- 4hrs 6min Total hr in working day- 16 hrs 18min Weekly Time- 114 hrs 6min As before 3 flight crews should be able to handle this route with 7 roundtrips per crew. The weekly work time will be just over 38 hours a week that is very manageable. Annual Cost for this route Attendants= 6*36,000=216,000+bonus of 4,000*6=216,000-240,000 Senior Attendants= 3*44,000=132,000+bonus of 4,000*3=132,000-144,000 Pilots= 3*130,000=390,000+bonus of 10,000*3=390,000-420,000 Co-Pilots= 3*70,000=210,000+bonus of 7000*3=210,000-231000 Total=$948,000-$1,034,000 Supply Crew On top of regular working time, all employees get 32 vacation days a year. This amount of time over multiplied by the 13 flight crews equals enough to warrant having 2 additional separate supply crews to handle the time, 32*13= 416 working days. The total cost for additional flight crews equals $632,000- $689,332 in annual costs. Overall Annual Cost for Flight Crew Vienna to Frankfurt$948,000-$1,034,000 Vienna- Amsterdam $948,000-$1,034,000 Rome- Athens $948,000-$1,034,000 Rome- Madrid $948,000-$1,034,000 Supply Crew$632,000- $689,332 Total$4,424,000- $4,825,332 Overhead Costing Developing a costing strategy for support workers is hard to estimate so it is best to use established suppliers. These fees are becoming more and more regulated as the European laws are becoming more and more uniform. With this I believe using EasyJets cost model would give the most accurate depiction of costs for this paper. As we are trying to compete as a low cost airline it is safe to say that EasyJets model should be the goal of our organization. The other advantage of using their model is they are far larger then Mobilize-you so we may be able to be more efficient from a cost standpoint making their numbers a little too high. Judging high in these situations will allow for a solid risk management of operations as even though costs should be lower I am taking actions to protect against them being higher. The cost breakdown can be found on sheet one of the attached spreadsheet. Support/ Handling/ Station Costs/ Passenger Services Cost analysis is going to estimate using the Easyjet model from 2004. This is based on revenue percentages will be linked to proposed ticket prices. The reason for this is the costs are separated into two main blocks, one is fix costing and the other is variable. Ticket prices will need to be set to cover the fixed costs along with the minimal variable costs to break even. Ground handling charges were run at 10.2%. Suppliers will be used from the local airports services departments. Airport Charges The average airport charges are around 17.5% of revenue for Easyjet. This is a substantial cost to the airline but still needs to be taken into affect. Sadly due to airport choices, we have a higher cost for airport charges that increases the %change on the Easyjet models airport choices at over 1.5% making the total airport charges at 19% of revenue. This has been based by looking at the EasyJet airports used and then comparing airport costs from the CAA website and developing a percentage difference. EasyJet and Ryanair are able to operate at 1.8% insurance costs. They have been able to lower these costs over years of proven service to the consumer. Our airline will need to use the introductory costs that Ryanair was forced to use which is at 2.3% of revenue. Data for this was found on financial statements from Ryanair 1995 financial statements as that was the year they started to truly expand their market. A hidden cost of airlines is the charge required for navigate flights and payments made to the control center. The average amount paid by easy jet was 8% that is a stable based on flight volume so should be used with the same ratio. The competitors already have made a name for themselves in the industry. To steal some of this market it will be required for Mobilize-you to invest a considerable amount more into marketing and advertising. I propose an initial launch cost of $10,000,000 followed up with a 5% of revenue advertising budget. The 5% will not be used in the startup year cost judging, as it is a future cost. The most effective way to keep costs down is to outsource to people who charge you based on volume of work completed. Contracting this way ensures you are not wasting salary on administrative staff; an estimated cost for this has been 2% of sales Breakeven Ticket Prices As we aimed low for passenger capacity, we can judge payload to be at 80% capacity. The following calculation descriptions will describe the theory behind the breakeven ticket prices Vienna to Frankfurt The total fixed cost of operations has been estimated at $11,731,189 per year. With this, the estimated percentage cost of operations will be 55.5% of revenue based on the Easyjet model. To breakeven then, 44.5% (100-55.5%) must equal the fixed costs of $11,731,189. $11,731,189/ 0.445= $26,362,222.47 Passenger numbers= 106 capacity*.8= 85 passenger per flight*4trips/ day*365 days/ year= 124,100 $26,362,222.47 of required revenue/ 124,100 passengers= $212.43 per ticket to break even. The total fixed cost of operations has been estimated at $11,468,689 per year. With this, the estimated % cost of operations will be 55.5% of revenue based on the Easyjet model. To breakeven then, 44.5% (100-55.5%) must equal the fixed costs of $11,468,689. $11,468,689/ .445= $25,772 ,334.83 Passenger numbers= 106*.8= 85 passengers per flight* 3trips/ day* 365 days/year= 93,075 $25,772,334.83 of required revenue/ 93,075= $276.90 per ticket to break even The total fixed cost of operations has been estimated at $13,694,895 per year. With this, the estimated % cost of operations will be 55.5% of revenue based on the Easyjet model. To breakeven then, 44.5% (100-55.5%) must equal the fixed costs of $13,694,895. $13,694,895/ .445= $30,775,044.95 Passenger numbers= 220*.8= 176 passengers per flight* 3trips/ day* 365 days/year= 192,720 $30,775,044.95of required revenue/ 192,720= $159.69 per ticket to break even The total fixed cost of operations has been estimated at $17,403,996 per year. With this, the estimated % cost of operations will be 55.5% of revenue based on the Easyjet model. To breakeven then, 44.5% (100-55.5%) must equal the fixed costs of $17,403,996. $17,403,996 / .445= $39,110,103.37 Passenger numbers= 145*.8= 116 passengers per flight* 3trips/ day* 365 days/year= 127,020 $39,110,103.37 of required revenue/ 127,020= $307 .91 per ticket to break even Competitor Prices Basically as a company, Mobilize-you will have two main components to determine what ticket sales are. The first is operational cost that will set an absolute low and competitor costs that will determine the high. Anything lower then competitor prices and higher operational costs can be used to generate a profit. The previous cost analysis has shown what is required to breakeven now the following data gather from travelocity.com will determine what prices we need to beat to be considered a low cost airline. All booking dates were made over one month in advance to ensure no extra costs were incurred. FlightCostCompetitor Vienna to Frankfurt$234Austrian Airlines $284Swiss International $293Czech Airlines Frankfurt to Vienna$212Austrian Airlines $260Czech Airlines $311Alitalia Vienna to Amsterdam$292Swiss Internat ional $312Air France $326Austrian Airlines Amsterdam to Vienna$286Austrian Airlines $297Alitalia $298KLM Royal Dutch Airlines Rome to Athens$232Olympic Airlines $269Alitalia $298Aegean Aviation Athens to Rome$233Aegean Aviatoin $235Alitalia $255Swiss International Rome to Madrid$205Alitalia $205Air Europa $221Iberia Madrid to Rome$166Air Comet Plus $166Air Europa $169Iberia Ticket Prices The chosen ticket prices are based on what is required to establish a respectable profit after the first year to start to payback the startup costs and begin to buy back the aircraft. Vienna to Frankfurt can easily be undercut with a ticket price of 220$ one-way. Savings of over 5% against the competitors should allow for an easy steal of market share. Vienna to Amsterdam will have prices set at $282 one-way to once to be low enough to gain market share while gaining a profit. Athens to Rome will have prices set at 220$ one-way which gives strong savings while making a larger profit per ticket. Rome to Madrid will require prices to at $309 to break even, even though competitors offer lower prices. This route may require restructuring and possible removal after the first year to lower costs. Sales Strategy The majority of the sales strategy will be done over the internet. Along with having our own e-commerce site for Mobilize-you.com we will also ensure that we are listed with all the major travel booking companies such as lastminute.com, expedia.com and travelocity.com. The purpose of this is that we need to ensure that we have maximum exposure, consumers need to see an airlines names attached to proven brands such as expedia to gain confidence in our company to purchase that first ticket. The sales/ marketing team will also look into teaming up with vacation companies to be included into get-away deal to gain more market share. Current computer software such as oracle makes booking of flights easy and can be done anywhere in the world. Shared databases enables us to by-pass the cost of hiring our own call center team and instead we can outsource the work to a call center company. This will allow for cost flexibility as we pay for usage only and as the company grows the supplier will have the capabilities to handle our growing needs. This will require an account manager who is a mobilize-you.com employee that will work with costumer probl ems that fall outside normal protocol laid out for the call center and monitor performance based on the service agreement given to the supplier. IT support will involve outsourcing as well until the volume of traffic increases enough that it can warrant a full time employee. Advantages of a sales strategy that is based mostly via the internet lets people book at a flight at anytime of the day and our company does not require a physical entity to handle the transaction. This will lower costs in terms of overhead and human resources. Marketing/ Promotional Initial Launch As consumer confidence plays a large role in airline performance, it would be key to invest some money into a published launch celebration. Consumers need to think that an airline is large, stable and confident for them to want to fly with them. An official launch celebration along with encouragement from introductory low fares should help erase some of the concerns people have and increase business from the start. Marketing Strategy The main strategy for the company is being a cost leader but that does not mean you cannot be creative in the business. Companies such as West Jet in Canada offers a cross Canada low cost option but during the wait for the flight, the crew can be seen giving out prizes and even drawing for the one first class seat they always leave open. This kind of excitement can add much competitive advantage to the company as people enjoy something different to make their flight more entertaining. Keeping with the main ideals though, Mobilize-you.com airlines will advertise and market themselves as a low cost airline. Promotional Ideas Credit Card Advantage- Ticket Prices A main idea I had with sales if instituting a sliding pay for tickets. The advantage of using credit card transactions is the actual payment does not need to go through until later so you could set a standard fare for the customer but as the plane fills up you end up paying less. The standard fare would be competitive and just slightly higher then normal but a person would find out how much they actually paid when they arrive at the airport based on occupancy. Could even have an internet tool which shows amount paid as more people book flights. This is a service that would be instituted after the airline has established some cliental. Frequent Flier- Company Seats As our flight patterns are based on holidaymakers and business people we should try and institute a frequent flier program. This program would be similar to other airlines and be offered for any routes that we use. Advantage of this is it establishes a relationship with the customers and enables us to lower risk of filling up flights for the future. Advertising Disadvantage of not having a physical building is people can completely forget about the brand. Marketing team needs to ensure that constant advertising is being done to establish a brand identity for Mobilize-you. This is important for competitive advantage against rival companies, as we do not want to be recognized as the startup company but as an established one that the customer just hasn’t used yet. Profit Analysis Please see attached spreadsheet. Sales for the year look promising with the exception of the Rome to Madrid route which may be required to be dumped after the first year as ticket price expectation are just too high. Operating a very conservative profit of $3,786,694.99 that is after tax will allow for some repayment of debt that places the company on track to gain more equity each year and start owning aircraft and expanding routes. As this is a low estimate as all costs were boosted from the Easy Jet model it is safe to say that the company should at least operate on the positive within their first year. Data Referenced The following Websites were referenced in formulating this paper www.easyjet.com www.ryanair.com www.expedia.com www.finance.yahoo.com www.boeing.com www.economist.com www.airbus.com www.airlinenews.com

American Hist 1877 to Present. What If Paper - 1465 Words

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Diabetes Education Plan - 1587 Words

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Discourse Organization on Asian Fashion Blogs Free Essays

Discourse Organization of Asian Fashion Blobs Introduction Background of the study Blobbing has emerged as one of the most popular forms of online discourse. The ease and lack of expense in setting blobs has raised intriguing possibilities for language learning in social media. The unique nature of its architecture and its low cost have not only affected how different floggers can publish and distribute their work to a wider audience but also how they see themselves as writers. We will write a custom essay sample on Discourse Organization on Asian Fashion Blogs or any similar topic only for you Order Now According to Blood (2002), blobs have been used in various ways: as online Journals, a meaner of signing hypertext’s, and more radically, to create what calls the first native form of discourse on the internet. She argues that blobbing best reflects the dream of Tim Burners-Lee (2000), who was one of the principal designers of the World Wide Web, to make the Web into something truly interactive both in terms of how texts are read and how they can be easily posted and accessed. The growing interest in blobbing has aroused the interest of English as a Second Language and English as a Foreign Language fashion floggers who see blobbing as a simple and low cost way of giving traders an access to publishing, advertising and distributing their writings on the internet as a method of providing them with the experience of writing in a digital format, and as a meaner of discussing issues related to their social and personal lives. According to Fleischman (2002), blobbing is the art of turning one’s own filter on news and the world into something others might want to read, link to, and write about. The openness can give the floggers a greater sense of the variety of possible audiences they can reach, both for understanding these audiences and learning strategies to spoon to them. These types of on-line discussions have been referred to as â€Å"gated communities† (Lowe Williams, 2004). With regards to world English, Karachi (1992) conceived the idea of three concentric circles of the language. The inner circle represents the traditional bases and is composed of native speakers of English (e. G. United Kingdom, the United States, Australia, New Zealand, Ireland, Anglophone Canada and South Africa, and some of the Caribbean territories). The outer circle includes countries where English is not the native tongue but they use it as a second language (e. . India, Philippines, Singapore, Hong Kong) while those that belong to the expanding circle are the rest of the world where English is used as the primary foreign language (e. G. Russia, China, Japan, Korea, Egypt, Indonesia etc. ). This idea has helped to classify the eight Asian countries that will serve as the subject in this study on how they use English as a language. Kaplan (1966) claims that English writing is characterized by directness and deductive reasoning, while other languages (e. G. Oriental languages and Arabic) favor indirectness and inductive reasoning. At the same time, he attempts to link the differences in discourse organization between English and other languages to their respective cultures and thought patterns. He marked the birth of the notion now known as Contrastive Rhetoric. It assumes that different languages had their own specific and culturally bound conventions and patterns of writing. This may also tell if there are such characteristics in Asian fashion blobs. Moreover, with regards to each Asian flogger’s writing style, contrastive rhetoric should also be considered. Contrastive rhetoric is an area of research in second language acquisition that identifies problems in imposition encountered by second language writers and, by referring to the rhetorical strategies of the first language, attempts to explain them. As summarized by Connors (1997), some internal and external forces give rise to this change in perspective. The internal force comes from criticism of contrastive rhetoric, which has required it to go beyond traditional linguistic parameters of analysis to consider discursive features, processes and contexts of writing. The external forces come from new developments in discourse analysis and changing focuses in first language composition research. To enrich further the structure of each blob, genre analysis will also be considered. This may identify if fashion blobbing belongs in a specific genre by studying how the SSL and FEEL floggers use the language when writing. The focus of this study is on the discourse organization of Asian fashion blobs. Considering their writing style, comparing the blobs of these particular Asian countries that are categorized into two groups will be done throughout the study. Statement of the problem This study aims to answer the following questions: 1 . What are the structures of a fashion blob? . What are the similarities and the differences between the fashion blobs of SSL and FEEL writers? Significance of the study College students of English Language Related Programs Knowing that blob can also be studied as it is a part of our social world, this study can still be given more attention by giving further enrichment by the future researchers. They can provide new findings supported by different related literatures. As the traditional way of analyzing language data from academic institutions, this paper will thoroughly investigate the language used in fashion blobs. This will further explore the online discourse by plunging into the grounds of computer-mediated-communication (CM). Researchers in the Field of Linguistics This research paper will be able to support future research papers that are related to discourse analysis, world English, contrastive rhetoric and genre analysis. As most of us today enjoy the web 2. 0 which includes blobbing (http://www. Slideshows. Net/ muzzy/blobbing), it challenges the researchers to become more analytical in their field. As language researchers move forward by conducting thorough investigations, here will probably be new ideas that will be contributed to the field of Linguistics. Teachers and Professors of Language The study on contrastive rhetoric among students has always been limited to the doctorate material for pedagogical purposes which is believed to limit learners’ ability to express themselves. The paper will further explicate the online discourse specifically fashion web logging which has been considered as one of the tools to express oneself in social network. This would provide enough knowledge to expand the language teachers’ repertoire in different writing styles. Floggers Whether these people are in different forms of blobbing, this study may inform them how important language is. In fashion blobbing, it is inspired with different marketing strategies boxed with pictures that are inviting, description of every detail of it and stories experienced by the flogger. Also, they may be informed that this style of marketing includes certain rhetoric in it. Furthermore, this style of writing can be one of the factors of the increasing subscribers and viewers. A. Scope and Limitation With the number of studies about the circularity and linearity among the SSL and FEEL argumentative essays, court proceedings, business letters and newspapers, this paper focuses on the discourse organization of Asian fashion blobs. The study will only look into the structure of a fashion blob and to identify the differences and similarities of SSL and FEEL writers. The FEEL countries are Malaysia, Indonesia, Cambodia and Thailand and the SSL countries are India, Singapore, Philippines and Hong Kong. These countries are only limited for each group. B. Definition of terms Blob is another term for web log, a social networking site (http://www. Slideshows. Net/ cubic/blobbing) of discussion or information site published on the World Wide Web consisting of discrete entries (â€Å"posts†) typically displayed in reverse chronological order so the most recent post appears first. Usually, it is being used as an online Journal (http://en. Wisped. Erg/wick/Blob). FEEL stands for English as a foreign language and pertains to how speakers use English for limited utilities, for example, for research references and sign boards. The countries that belong to this group are Malaysia, Indonesia, Cambodia and Thailand while, SSL stands for English s a second language and refers to English speakers who could speak it intensely and intimately. In Cracker†™s concentric circles, this group encompasses the countries that were colonized by the Western countries such as India, Singapore, Hong Kong and Philippines ( Karachi and Nelson, 2006). How to cite Discourse Organization on Asian Fashion Blogs, Essays

Development Challenges Tourism In Pakistan â€Myassignmenthelp.Com

Question: Discuss About The Development Challenges Tourism In Pakistan? Answer: Introduction Tourism sector has been considered as the fastest growing sector in the industry. Moreover, it is also has been ranked as the largest revenue earner and contributor to the economic developments and growth within a region. Identification of the sport tourism has been done by the tourism sector and which refers to the understanding of travel which also includes the activities related to sports as an integral market (Ardahaey, 2011). It is of very much essential for the societies and the business organizations to enhance and develop the understanding about the advantages and impacts on sports tourism, potential sponsorship opportunities and other components which are involved in strategizing and planning for a successful event. And this is done so as to compete in emerging sport tourism market. Sport tourism can be considered as beneficial option initiative for economic development, including municipalities, tourism and sport partners. The below executed analysis has been made focused o n the report which involves the discussion on the sports event which has been conducted by a business organization. Mercedes Benz is a multinational corporation which has been operating the business activities and supplying its products and services to sport events. Moreover, the business entity has also been offering a special services .i.e. Mercedes Benz Suites which are used for conducting the different sports events in the region of Singapore and also in other regions. The sports event which has been presented as an example is the The Color Run Night, Singapore (Alexandris Kaplanidou, 2014). This sports event is a 5 kilometer and un-timed colorful night run. Moreover, the further report has been concentrated on describing the different aspects of this sports event which involves tourism receipts, the level of competition faced by the entity etc. The varied range of mechanisms and the tools for analyzing and evaluating the sports event and also the same will be done for Business Corporation, Description of the company Mercedes Benz is Multinational Corporation and is also an international and well renowned name in the sector of automobile manufacturing. The brand name is also a segment of German Company Diamler AG (Babin Zikmund, 2015). The business corporation is a well renowned name in offering luxury vehicles, trucks, busses and coaches. 1926 is the year when the company came to existence and started offering the products and the services and the entity has been headquartered in Stuttgart, Germany. Manufacturing and offering the most comfortable, safest and most efficient vehicles all over the globe has been considered as the prime objective of the business corporation. The business entity is very much customer oriented and due to which the needs and requirements of the consumers are considered on priority. This enables the company to develop and design the vehicles which offers a high level of satisfaction to the consumers. The business firm has been offering the exceptional range of engineeri ng products, visionary designs and standard innovation in their offerings since long duration. The multinational corporation is also involved in sponsoring various sport events and through this medium the promotion is executed on larger grounds (Barcelona Field Study Centre 2017). The business entity has been offering the products and services to the sports events in the region of Singapore. The services offered for the above mentioned sports event are the two storey Mercedes Benz suites a full service bars for the athletes, plush lounge seating after running, free Popsicle tasting etc. Description of the sports event The Color Run Night is a five-Kilometer, un-timed colorful night run in which the participants or the runners are quenched from head to toe in neon colors at each and every milestone. The runners are also wearing black-light, headlamps for illuminating the night life (Bulwa, 2013). This event is also termed as sweet starlit party which is featuring a four color zones and color throws. There is also sweet music played which is pumped from all the zones. This music offers a pleasurable experience of nightlife. The event has been considered as the nocturnal method of experiencing the 5K. The participants or the runners are expected to wear a black-light head lamp which is for capturing the UV reactive powder when the color id thrown and the glow of the color zones and the night attractions throughout the entire neon action (Evans and Campbell., 2013). Generally, this event is also named as a glowtastic party after the start of the event and is same till the end. This event is also terme d as the Happiest 5k event or party on the planet. This is a unique paint race, which is organized for celebrating the happiness, healthiness and independence. The numerous participants and the runners are quenched from head to toe in the neon colors at each and every milestone. Backlight headlamps are wore by the participants so as to lighten the glow of nightlife. This headlamp to snatches the Ultra Violet reactive powder which is thrown over the runners during the color throws. Moreover, it captures the glow of color zones and attractions at night during the whole neon course. At present this event has been considered as one of the largest night event in the world and approximately more than 6 million runners all over the world in over 35 nations (Fyall Shipway, 2013). The event is based on the two major rules and which are required to be followed by the runners, that the runners are expected to come to the beginning line being dressed in the brightest neon styles cloths and fin ish plastered in glowing colors. Description of the services Mercedes Benz is a Multinational Corporation which is a globally renowned name in the industry of automobile manufacturing (Getz, 2008). The business corporation is a well renowned name in offering luxury vehicles, trucks, busses and coaches. Manufacturing and offering the most comfortable, safest and most efficient vehicles all over the globe has been considered as the prime objective of the business corporation. The business firm has been offering the exceptional range of engineering products, visionary designs and standard innovation in their offerings since long duration. The multinational corporation is also involved in sponsoring various sport events and through this medium the promotion is executed on larger grounds. The business entity has been offering the products and services to the sports events in the region of Singapore Toursims recipts The mentioned sports event is an international event that is recognized very well all over the globe. The event tempts the tourists and the travellers on international grounds (Hollensen, 2015). A potential growth has been observed in the sports in the place making objective in the region of Singapore. Moreover, the regions has been organizing number of other sports events, such as, Singapore Grand Prix, Singapore Olympics, Singapore run events etc. On the basis of the conducted research it has been analyzed that in case of Color Night Run 2016, both the tourist arrivals and tourism receipts were estimated more as compared to the predicted data. Approximately, the tourist receipts showed a hike of 7.7% to 16.4 million in comparison and whereas the tourism receipts were noted at 14 and which grew to $24.8 billion (Dias et al., 2014). On the basis of another survey conducted by Singapore Tourism Board it has been determined that tourism sector in Singapore has been considered as the st rongest sector in 2016. Economic factors The main objective of the mentioned event id profit earning and the same has been regulated by The Color Run LLC. The event has also partnered with number of national and international charities, local food pantry or hospital services for children are the examples of these charities. Profit earning has been offering a high rate of growth to the nation. It has been observed that earlier before the execution of this event in 2016 (Nieves Quintana, 2016), Singapore was considered as a weaker economy. But occurrence of this event has imposed number of positive effects on the economy and has also contributed in re-energizing the tourism of the nation. The events tempt the tourists for purchasing the dresses, headlamps, food and beverages and shopping and also on accommodation in the region. This has been largely contributing in the economic development. The organization in country can promote their business operations by sponsoring the event, like; Mercedes Benz (Santos Alonso, 2014). Target market The business entity for this sports event have a wide range of target market as this event can be joined or participated by young, old, local, foreign or the tourists for every age group (Singapore Tourism Board 2017). The sports event is participated by the athletes and common audience who have different speeds and sizes. Only there is an age criteria and .i.e. the participants are required who are below 18 years are required. This waiver form is required to be signed by their guardians and parents, permitting them for race. The children below 7 years are free to run. Demographic competitors Black-light Singapore has been considered as the biggest rival of Color Night Run. As compared to the color night run event the Black-light does not concentrate on how fast the runners are running and what they enjoyed. The athletes and the participants who are in search of good time are welcome to this event. This event has been considered as one of the coolest themed running events all over the globe (The Color Run 2017). An amount of 50$ for first 3000 runners and then goes up to 65$ has been charged as a registration fees. Products There are numerous services offered by the business entity at the Color Night Run event Singapore. For instance, variety and comfortable suites for the participants, these include the suites which are located at the field level (The Color Run 2017). These suites are designed for facilitating the participants with the luxury and other required services. Additional services include the bars for premium seating participants or the tourists. Moreover, these luxury suites includes all the required amenities, VIP parking passes and premium catering services. Varied range of prices and packages are offered by Mercedes Benz. The prices of suites vary and can be chosen by the participants according to their income level and affordability (Woodside Martin, 2008). The suites vary according to their services and these are considered as the best revenue earning source for the sponsors and the economy as a whole. The official websites is the main location from where the participants and tourists can fids required data (Mok, Sparks Kadampully, 2013). Moreover, sets of effective distribution channels are also used by the business organization. Social media through internet has been considered as the biggest promotional medium which has been widely used by the event organizers. Also organization has been making use of offline for grabbing the attention of runners and other related audience. Volunteers for the stadiums and staff and the other workers for assisting the runners and the participants are considered as the people of the organization. The volunteers are trained to assist and aid the participants for offering various services. This also includes check-in process, registration, food and beverages services. Physical Evidence The stadium suites, the food joints and the service bars should have good ambience so as to offer better services to the participants (Goodall Ashworth, 2013). The staff at suites is very comforting and cordial and also a dress code is followed by the staff and volunteers. The below executed is the SWOT analysis which has been conducted for determining the following factor of the sports event: The Color Night Run event Singapore can target the market on wide range as families, old and young people, handicapped people can participate, and this can be considered as the strength of this event. Another plus point of the occurrence of this event is that it is held at weekends and that is the main reason which provides possibility to more audience to participate (Asdullah, Ahmad Parveen, 2015). Weakness Due to less popularity in the regions other than Asia pacific regions the event can face the issue of short of volunteers. Also a communication gap has been observed in the offline and online media and which have grown as a weakness for the event. Sometimes poor planning and miss management can also be proven as a weakness for the event. Opportunities The event has been considered as one of the biggest attraction for the tourists and sports lovers from all over the globe. The same is in the case of media and investors; they are also getting attracted towards this. This attraction develops new opportunities such as development of new partnerships with charity organizations and sponsorships with emerging organizations on local and international level. Intensification in the competitive environment has been considered as the biggest threat for the color Night Run event. Blacklight Run can be considered as the biggest rival which has come-up as the threat for the event and which has also become the reason for diverting the interest of people towards other events. Business model canvas for sports event Product positioning has been termed as the mechanism which is utilized for communicating and establishing the brand image of the company and their products and services in target market. Effective positioning strategies are utilized by Mercedes Benz for executing establishing the products in the market and also the sports event. Product differentiation methodology has been adopted by the business entity for positioning the product (Pedersen Thibault, 2014). For the Color Night Run event, the business entity has been offering its stadium suites and services clubs, where participants and runners. Moreover, the business entity has been offering a varied range of services and that to different cost packages, so it can be experienced by every runner according to their affordability. Management structure The management team plays an integral in the execution of the operations and functionalities of the business. The management has been engaged in the various functions. The below presented is the diagram which has been indicating the management structure for The Color Night Run event in Singapore. This diagram represents the structure which includes different hierarchy of management within the business organization. The top level management of this sports event consists of the advisory committee and authorities which play a role of planning for the sport event also decisions regarding the event, such as; location, city for event are liable to this comity. Duties and responsibilities of middle and lower level management comprises of rewards, instructions for runners etc. Forecasting Revenue generation in the Color Night Run event can be done ticket selling, registrations, memberships etc. On the basis of the conducted research it has been predicted that there will be huge revenues this year, i.e. 70$ million, is the estimated increase by 5% in the second year. An increase in the awareness about this event, there will be a hike in the revenues by 10% for the third year. Conclusion In the limelight of the above executed analysis it has been concluded that Mercedes Benz is the multinational brand name in the sector of automobile and other related services and are organizing a ports event .i.e. the color night run event, Singapore. The above presented report has been References Alexandris, K., Kaplanidou, K. (2014). Marketing sport event tourism: sport tourist behaviors and destination provisions. Sport Marketing Quarterly, 23(3), 125-127. Ardahaey, F.T. (2011). Economic Impacts of Tourism Industry. International Journal of Business andManagement, Vol. 6, No. 8, pp. 206-215. Babin, B.J. and Zikmund, W.G. (2015). Exploring marketing research. Cengage Learning. Barcelona Field Study Centre. (2017). Tourism Costs and Benefits. Retrieved from https://geographyfieldwork.com/TourismProsCons.htm. Bulwa, D. (2013). Color Run attracts casual athletes. San Francisco Chronicle. Ens., N and Campbell., D. (2013). Strategic management for Travel and Tourism. Routledge. Fyall, A. Shipway, R. (2013). International Sports Events: Impacts, Experiences and Identities. Routledge Publications. Getz, D. (2008). Event tourism: Definition, evolution, and research. Tourism management, 29(3), 403-428. Hollensen, S. (2015). Marketing management: A relationship approach. Pearson Education. Munar, A.M. and Jacobsen, J.K.S., 2014. Motivations for sharing tourism experiences through social media. Tourism management, 43, pp.46-54. Nieves, J., Quintana, A. (2016). Human resource practices and innovation in the hotel industry: The mediating role of human capital. Tourism and Hospitality Research. Santos, D. Alonso, M. (2014). Strategies in Sports Marketing: Technologies and Emerging Trends: Technologies and Emerging Trends: Advances in Marketing, Customer Relationship Management, and E-Services, IGI Global Publications. Singapore Tourism Board. (2017). Singapore Achieves Record Tourism Sector Performance in 2016. Retrieved from https://www.stb.gov.sg/news-and-publications/lists/newsroom/dispform.aspx?ID=696. The Color Run. (2017). About Color Run, Retrieved from https://thecolorrun.com/about/. The Color Run. (2017). Promotional Campaign For The Color Run, retrieved from https://liene.kalnina.dk/wp-content/uploads/The-Color-Run.pdf. Woodside. A.G. Martin, D. (2008). Tourism Management: Analysis, Behaviour and Strategy. CABI Publications. Mok, C., Sparks, B., Kadampully, J. (2013). Service quality management in hospitality, tourism, and leisure. Routledge. Goodall, B., Ashworth, G. (Eds.). (2013). Marketing in the Tourism Industry (RLE Tourism): The Promotion of Destination Regions. Routledge. Asdullah, M. A., Ahmad, R. N., Parveen, Z. (2015). Development and Challenges of Sports Tourism in Pakistan. Development, 9. Pedersen, P. M., Thibault, L. (Eds.). (2014). Contemporary sport management, 5E. Human Kineti