Traditions and Beliefs of Indigenous People on Death

Traditions and Beliefs of Indigenous People on Death Traditions and Beliefs of Indigenous People on Death and Dying Table of Contents (Jump to) Traditional Beliefs in Present Times Customary societies have survived AND advanced. Objectives The Circle of Life Life: Dying After the Funeral Fire Health services Communication Causes of disease Implications for palliative care PALLIATIVE CARE NURSES Conclusion: Nursing Care in a Palliative Setting. References Traditional Beliefs in Present Times Customary Beliefs in Present Times Customary convictions have survived Composed methods for religion Lifestyle Christianity is the overwhelming religion in numerous groups Minister Intermarriage Willful transformations May have a few beliefs or ideologies spoke to Parts of conventional convictions may be kept up while regarding Christian ways. (Boland, Foulds, Ahmedzai Pockley, 2012) Customary societies have survived AND advanced. Survival is a fitting term subsequent to intense Blend of chapel, state and financial matters Dispossession of grounds and convictions Differing qualities: no single Local society (Burke, 2010) Objectives Discuss customary convictions about the ways furthermore, significance of death and biting the dust. Discuss how present day medication can look into comprehend, regard and suit these Traditional convictions The Circle of Life So as to comprehend demise, first must grasp the circle of life. Four stages in the excursion of the human soul: (a) Conception (b) Life (c) Demise (Campbell, 2013) Life: We are soul having a human experience We are made out of three awesome parts Soul Mind Body As it conceived our soul leaves the Creator and Soul world Dying At the point when passing on, a customary individual will require the functions, prescription and petitions to God that will manage his/her soul back to the soul world. Otherworldly pioneer or prescription individual near to the Passing on individual will direct the services Family and tribe individuals will be available Drug in this setting means profound force .A blend of capacity and power – connected .To a capacity to prompt. (Campbell, 2013) After the Funeral Basic for close relatives to hold a 24 Hour precursor fire on the cherished ones birthday To pay tribute to his/her memory Helps relatives, particularly kids, to comprehend they are the latest in a long line of progenitors driving back to the start of time at the point when the Creator put the first man and lady on earth .Demise Feast dependably goes hand in hand with this progenitor Fire Haudenosaunee Creation Story gives more profound experiences into the start of life, the first individuals and all parts of creation. Characterizes relationship between all life on Mother Earth to the spirits in the sky and the creatures in the Sky World. Awesome widespread challenge between the upper world of consideration and lower universe of disorder .People need to arrange between these circles in life and passing patients and families toward the end of life is mindful so as not to sum up. (Downing, Boucher Marston, 2012) Overabundance passing’s among Indigenous individuals are because of circulatory ailments, harm, harming, respiratory conditions and diabetes.6 In conventional times, unforeseen demise may ordinarily have been ascribed to witchcraft; in current times this understanding stays dormant, however, there is a more noteworthy propensity at fault awful eating routine, and harming by contaminations, for example, insect poisons tainting grass and water. (Gardiner, Ingleton Gott, 2012) Health services But where there are settled Indigenous medicinal administrations, social insurance offices of numerous kinds are utilized reluctantly. Significant conditions, for example, disease regularly come to restorative consideration just late throughout the ailment. As of not long ago, open healing center, convenience was isolated, and human services administrations were very deficient, especially given the checked social imbalance and the related weakness status of Indigenous individuals. (Gould, 2002) Communication It might be viewed as rude or hostile to take a gander at an Indigenous individual. Wellbeing choices have a tendency to be a family or group undertaking. Family structure is unpredictable and represented by perceived commitments and social guidelines. It might be viewed as more fitting to converse with people other than the patient when examining that quiets circumstance. In a few groups as it is unthinkable for a child in-law to converse with his relative. (Shimoinaba, OConnor Lee, 2010) Causes of disease Sickness in Indigenous groups is regularly seen as stemming, partially, from introduction to magical powers, estrangement from the country (maybe the consequence of constrained uprooting) or some individual insufficiency (egg, a stately obligation ignored, or an inability to take after a standard principle of conduct). An attribution of accusing may take after, and the maxim of sorry by persons thought, mindful will be viewed as essential; fizzling that reaction, a payback punishment may be looked for, conceivably including physical discipline. (Whitehead, 1998) Implications for palliative care 1. Diverse elucidations of analysis and reason may make doubt in the middle of staff and patients. Medicines coordinated at moderating side effects, even extreme torment, may be seen as meddling in a fundamental methodology coming about because of a socially decided disorder. A socially safe way to deal with torment administration is called for. (Whitehead, 1998) 2. In trying to uncover the circumstances and reason for a passing, it might be reasoned that a career has been ensnared. He or she may confront Indigenous equity, which could mean anything from a short expulsion from the group to a skewering. The utilization of infusions by a career or wellbeing laborer may raise suspicion of harming. PALLIATIVE CARE NURSES Palliative care, the latest range of specialization, is characterized by the Last Acts Task Force (1999) as the far reaching administration of the physical, mental, social, profound, and existential needs of patients, especially those with hopeless, dynamic disease. The objective of palliative consideration is to help them to attain the best conceivable personal satisfaction through alleviation of torment, control of indications, and rebuilding of practical limit, while staying delicate to individual, social and religious values, accepts and hones. (Woodman, Baillie Sivell, 2015) The consideration that both hospice and palliative consideration medical attendants give is basically the same as exhibited by the Hospice and Palliative Nurses Role Delineation Study. Then again, hospice and palliative consideration attendant’s variant in their arrangement and practice settings. Hospice and palliative consideration attendants work as a team with other welfare supplier in the setting of an interdisciplinary group. Made out of very qualified, uniquely prepared experts and volunteers, the group mixes their qualities together to foresee and address the issues of the patient and family confronting terminal sickness and deprivation. (Yannakakis, 2013) Nursing Care in a Palliative Setting. The hospice development has developed in the United States in the course of recent years. The center of hospice consideration is in complete physical, psychosocial, enthusiastic, and profound consideration to critically ill persons and their families. Hospice suppliers advance personal satisfaction by shielding patients from troublesome mediations and giving consideration at home, at whatever point potentially, rather than the healing facility. Hospice medical caretakers give mind basically under the rules of the Medicare Benefit Act of 1983, a government program that permits patients to bite the dust in their homes with their families and companions next to them. Palliative care, the latest range of specialization, is characterized by the Last Acts Task Force (1999) as the far reaching administration of the physical, mental, social, profound, and existential needs of patients, especially those with hopeless, dynamic disease. The objective of palliative consideration is to help them to attain the best conceivable personal satisfaction through alleviation of torment, control of indications, and rebuilding of practical limit, while staying delicate to individual, social and religious values, accepts and hones. (Yannakakis, 2013) Conclusion: Despite the different misfortunes and hardships continued by Indigenous Australians, a noteworthy versatility and a pride in their surviving society is clear in numerous spots, and non-Indigenous Australians have slowly been directed to a more prominent admiration and esteem for the individuals themselves progenitors totally wrecked. Appreciation is a word that passes on numerous parts of the proper way to deal with health awareness and palliative administer to Indigenous Australians: regard for the frightful history of relocation, dispossession and roughness that portrayed white–black relations over eras; regard for distinctive implications of family; regard for the suspicion and distress usually felt by Indigenous individuals needed to enter significant medicinal services foundations, and the requirement for Indigenous possession, administration and staffing of more adequate social insurance offices; and admiration for the need to take a seat with patients and relatives, suf ficiently giving time and space to hear how needs are communicated and to bring family-based choices into expert drove consideration arranges. References Boland, J., Foulds, G., Ahmedzai, S., Pockley, G. (2012). Effects of opioids on cellular immunity: implications for palliative care. BMJ Supportive Palliative Care, 2(Suppl_1), A3-A4. doi:10.1136/bmjspcare-2012-000196.9 Burke, B. (2010). Cooperatives for Fair Globalization? Indigenous People, Cooperatives, and Corporate Social Responsibility in the Brazilian Amazon. Latin American Perspectives, 37(6), 30-52. doi:10.1177/009458210382098 Campbell, C. (2013). Advanced Prostate Cancer Survivors: Implications for Palliative Care. Journal Of Palliative Care Medicine, 01(S3). doi:10.4172/2165-7386.s3-003 Campbell, C. (2013). Advanced Prostate Cancer Survivors: Implications for Palliative Care. Journal Of Palliative Care Medicine, 01(S3). doi:10.4172/2165-7386.s3-006 Downing, J., Boucher, S., Marston, J. (2012). Doctors and nurses training needs for childrens palliative care. BMJ Supportive Palliative Care, 2(Suppl_1), A36-A37. doi:10.1136/bmjspcare-2012-000196.106 Gardiner, C., Ingleton, C., Gott, M. (2012). A systematic review exploring factors supporting partnership working between generalist and specialist palliative care services: implications for older people. BMJ Supportive Palliative Care, 2(Suppl_1), A40-A41. doi:10.1136/bmjspcare-2012-000196.118 Gould, L. (2002). Indigenous people policing indigenous people: the potential psychological and cultural costs. The Social Science Journal, 39(2), 171-188. doi:10.1016/s0362-3319(02)00161-1 Shimoinaba, K., OConnor, M., Lee, S. (2010). Japanese head nurses perspectives regarding issues of nurses working in palliative care units and current support systems. Progress In Palliative Care, 18(6), 358-363. doi:10.1179/1743291x10y.0000000008 Whitehead, N. (1998). The Indigenous People of the Caribbean:The Indigenous People of the Caribbean. American Anthropologist, 100(4), 1046-1047. doi:10.1525/aa.1998.100.4.1046 Whitehead, N. (1998). The Indigenous People of the Caribbean:The Indigenous People of the Caribbean. American Anthropologist, 100(4), 1046-1047. doi:10.1525/aa.1998.100.4.1046 Woodman, C., Baillie, J., Sivell, S. (2015). RELATIVES PREFERRED PLACE OF CARE AT THE END-OF-LIFE: IMPLICATIONS FOR PALLIATIVE CARE IN THE FUTURE. BMJ Supportive Palliative Care, 5(1), 116-117. doi:10.1136/bmjspcare-2014-000838.38 Yannakakis, Y. (2013). Indigenous People and Legal Culture in Spanish America. History Compass, 11(11), 931-947. doi:10.1111/hic3.12096

Analysis of Ryanair

Summary Ryanair, one of the most famous low cost airlines, attracts attentions from people and researchers all over the world. As the financial crisis and the European debt crisis have an obvious negative influence on the global economy, the aircraft industry has experienced some decline for the last few years. However, both the sales and profits of Ryanair have increased during this period. In this essay, we will first analyse the external environment of Ryanair by using PESTEL Analysis Model.Then we will make an in-depth analysis about its strategic capability by SWOT model (strengths, weaknesses, opportunities and threats). In the following part, we will compare Ryanair with its biggest competitor easyJet and critically access the effectiveness of its cost focus strategy. Finally we will give a conclusion of the whole result of our research and give some suggestions for its future development. Introduction Ryanair was first established in 1985 by Christy Ryan, Tony Ryan and Liam L onergan.Its headquarters are located in Ireland, while its primary operational bases are at London Stansted Airports and Dublin. In 1989, Ryanair’s businesses saw a decline. At the same time, Tony Ryan persuaded his financial advisor to assume the CEO. Then, Ryanair began to learn experience from Southwest Airline, and was the first one to introduce the cheap air carriers and mode into Europe. Profitability of consecutive years has made Ryanair to become the most profitable airlines in the world. Findings and Analysis Environmental AnalysisPESTEL Model is used in this report to give an overview of the six different environmental factors that the company has to take into consideration. Firstly, political factors refer to the political organizations and relevant policies, laws, regulations as well as other factors which have the actual and potential impacts on operating activities (Gillespie, 2007). The charge which was raised by airports of different countries has a significan t effect on Ryanair. Indirectly, Ryanair is also insubstantial to extra charges and taxes, for instance, the â‚ ¬10 tourist tax imposed by the Irish government.In addition, EU imposed a regulation on 17 February 2005, which asked airlines to provide standardized and immediate assistance for passengers who stayed at EU airports for delays, cancellations and denied boarding. This regulation led Ryanair to raise at least â‚ ¬200 million in their budget every year. (O’Higgins, 2011) Secondly, economic factors mean the organization's external economic structure, industrial layout, resource situation, the level of economic development and future economic trends (Gillespie, 2007). There are two interrelated economic factors that affect Ryanair. The first one is the recession of 2008/09.It created adverse economic situations such as high unemployment rates and severe credit crisis, which lead to the leisure spending and business passengers declining. Ryanair's planned passenger volume growth has been restricted by this depression. Moreover, the continuing growth of fuel price is the greatest concern to this company. It is hard to control and predict the wide fluctuations of Jet fuel price and its increase demand. According to Pearce (2011, 3), â€Å"However, the developed economies have seen a much slower recovery and levels of output, income and spending remain well below pre-recession levels†.Thirdly, social factor refers to the historical development, cultural traditions, values, education levels, as well as customs and other factors of society where the organization belongs to (Gillespie, 2007). It can be found in Ryanair's own report (2012) that Ryanair as well as other airlines are facing some social changes–threats from terrorist attacks, the continuing acceptance of the security budget suppliers and more price-sensitive business travelers. These factors make up the social factors which affect Ryanair and aviation industry.Fourthly, t echnological factors include not only the revolutionary innovation but also some relative new technologies, new materials and new ways of operating or management (Gillespie, 2007). For airline industry and airline companies, the contributions of technology could be separated in three parts: to ensure aviation safety, to improve the quality of services and to make operations more efficient. Even Ryanair bought some of second-hand planes, these aircraft are all Boeing 737, which could reduce the training fee for pilots and flight attendants (Box, 2005).More important, Boeing's help to make the unitive structures of plants could decrease the possibilities of incorrect operations and the unsuited spare parts of aircrafts. Although Ryanair is widely regarded as a low cost airline, it is also one of the safest airlines. As some of other airlines rely on the tickets agents, Ryanair built its own website and ticketing system. The cost of agency fee is reduced and the company could make cont rol of the ticket service which could lead to some misunderstandings as some operators of tickets agents would treat customers in a worse mood.Furthermore, through operating the ticketing system, Ryanair itself, could make booking tickets and bounce easier and speedily. Fifthly, environmental factors include ecological and environmental aspects. Countries in the world are faced with the enormous challenges of environmental issues, and sustainable development is an important way to solve this problem (Gillespie, 2007). Due to the report of IATA, air transport contributes 2% of global man-made CO2 emissions. Although Boeing 737 helps Ryanair to save fuel of airplane, it is not enough at the moment.New energy sources such as biological energy source are in the experimental stage and should be used in the further, and most airlines have to adapt to the new development. Lastly, legal factors include discrimination law, consumer law, antitrust law, employment law, and health and safety la w (Gillespie, 2007). Ryanair's latest attempt to take over its Irish rival Aer Lingus is investigated by the European Commission over competition worries. Ryanair also has problem with the government. The British government decided to remain the Air Passenger Duty (APD), a ladder-type tax, and raised the tax rate by nearly 10%.This change leads to the increase of cost of daily operation of Ryanair. To cover the costs of the EU's new eco-looney ETS tax, the Ryanair has to raise the prices of tickets, which could make their prices less competitive. Furthermore, BAA, the owner of London's Heathrow airport, is seeking to sell Edinburgh after losing a legal challenge to an order from the UK's antitrust regulator to break up the company, while the bid of Ryanair is rejected by BAA (Rothwell, 2012). Strategic capability analysis SWOT Analysis Model is used to assess the strategic capability of Ryanair by four dimensions: Strengths, weaknesses, opportunities, threats.Strength 1. Low-cost st rategy The most significant strength of Ryanair is its low-cost strategy. It uses a young efficient fleet with low cost of ownership and industry load factors to increase benefit and gain high asset utilization. The following statement from their CEO Michael O’Leary proves that â€Å"These quarterly results are a testimony to the strength of the Ryanair ‘lowest cost’ model which – even during the most difficult trading conditions (including record fuel prices and intense competition) – delivers strong passenger growth and profits. †(Sorensen, 2005) 2. Youngest fleetRyanair only choose to use Boeing 737 planes for easier staff training and also can improve pilot’s familiarity with aircraft operation, in this way to keep customers’ safety. According to O’Higgins Ryanair â€Å"reducing the average age of its aircraft to 2. 4 years† which be the youngest planes in Europe and increased the safety of the flight (2011). 3 . New kinds of marketing strategy Ryanair uses newspaper, radio, television and all the possible methods they can to advise, which are proved to be efficient on increasing the number of customers: â€Å"as a result,Internet bookings account for 99 per cent of all reservations†(O’ Higgins, 2011).Otherwise, some methods might be controversial and audacious, such as using the pictures of Queen Sofia, President Sarkozy and his wife’s on the air slipping. Although the action is without permission and also costs damage, it still made the company become famous rapidly. Weakness 1. Customers’ dissatisfaction Ryanair takes a lot of ancillary revenues from customers, which causes customer’s dissatisfaction, such as payment for using the toilet on plane, charge for check-in luggage and â€Å"fat tax† for overweight passengers. These measures will lead to customer’s bad impression to the company. 2. Overstep in increasing scaleRyanair is too addi cted to increasing scale. This will cause the increasing of operating costs. With the growing of fuel and airport charges, the bigger scale of the company is, the more challenges it will be faced to. 3. Single-handed leader and the controversial acts As Ryanair’s CEO, Michael O’Leary is a controversial leader. The issues he made such as calling thousands of passengers â€Å"idiots† (Huff Post, 2012), using the Italian minister Umberto Bossi abusive gestures picture for advertising caused great repercussion. Most of people think this measure was not suitable and will give a bad impression on Ryanair.Opportunities 1. New markets With the enlargement of the European Union, a lot of new destinations could be opened up. Skies agreement opened by EU could be a source for increased routes and passenger traffic inwards. According to the opinion of Ryanair’s route development director O’Toole, there remains major opportunities in Spain and Italy, as well as Norway, Portugal, Greece, Bulgaria, Cyprus and Russia (Routes Online, 2010). Besides that, future open skies agreements in Turkey, Tunisia and Georgia could make these interesting countries for the carrier, he added. 2. Benefits from economic recession.Though economic slowdown created unfavourable economic conditions with reduced spending by leisure and business passengers which restricts the growth of the whole airline industry, actually, it can help Ryanair to improve corporate culture, and ‘steal’ customers from traditional carriers as they seek lower fares. Mr. O'Leary, Ryanair’s CEO, stated that the rise in profit came â€Å"despite the economic downturn† in Europe (New Europe Online, 2011), and he intended to double the size of the airline over the next decade. Threats 1. Increasing oil price Ryanair’s earning rate highly depends on the oil market because the fuel cost is influenced by it.With the increasing of global oil price, fuel cost cou ld be a burden for Ryanair and its expansion plans will be challenged by the high fuel price. 2. Increase of low fare competition According to Newll (2006, 3), â€Å"Yet perhaps the price tag has become too much the focus of attention†. Value market segment is being catered by an increasing number of competitors, such as easyJet, Air Berlin, Basic Air, BMIBaby. Slots at some primary airports have been established by them (Air Scoop, 2007). Ryanair have to compete directly with other low cost carriers in the near future.At the same time, additional marketing costs and reduced yields from lower fares force Ryanair to promote additional routes. As a result, Ryanair was likely to encounter increased competition, and continue depressing yields, as airlines struggled to fill vacant seats to cover fixed costs. 3. Customers are very price sensitive Because of the low cost strategy, the customers of Ryanair are much more sensitive to price, that means, any kinds of extra fees could ma ke bad influence on its corporate image. As a result, it is difficult for Ryanair to improve unit profit and have to reduce unit costs through scale expansion (O’Higgins). . Introduction of duty for fuel and environmental charges Since Ryanair is powerless to prevent the environmental charges such as the tax on aviation fuel, its growth potential would be reduced as the unit costs would be increased. SO strategies 1. Ryanair should use the low-cost passenger ticker strengths to attract more customers. Nowadays, global economic recession is a serious problem to all over the world, especially for Europe. Ryanair is a company most facing the European market. Customers now are more concern about the price. The company should catch this opportunity to occupy more market share. . Special â€Å"pay by use† service of Ryanair is one of its characteristics and the unusual features compared with other companies which can decrease costs of services. Ryanair can use the financial crisis of competitor’s and capture the opportunity to attract more customers and earn more profit than others. ST Strategies 1. In the next few years, low cost airlines market expansion would probably slow down because new opportunities would be more limited. As growth slows, labor costs for the low-cost carriers will continue to rise as well as the level of oil prices.Ryanair should be prepared for convergence of costs and conditions and make corresponding strategies, but it should still retain the ‘no-frills’ advantage of high seat density, aircraft utilization and lowest fares in any market (Air Scoop, 2007). 2. In order to achieve the aim to be the biggest player and keep its domination in the low-price market segment, Ryanair will have to expand into more popular routes coupled with retaining its differentiation strategy, such as purchasing newer, more fuel-efficient and environmentally friendly aircrafts and offering best customer services compared with its peer grouping in Europe.Strategic Assessment The core strategy of Ryanair Airlines is cost-focus strategy. The company continuously keeps its cost at a low level to offer low-fares services. Actually, cost control is the central strategy of all budget airlines, such as Ryanair’s main competitor in Europe—easyJet. In this part, we are going to assess Ryanair’s competitive strategy through a comparison with the operating performance of easyJet. EasyJet is a Europe's leading airline comes from the United Kingdom, founded in 1995, which has remarkable positions in some key markets: No. in Gatwick, Milan and Geneva; No. 2 in Paris with over 300 million people within a one hour drive of an easyJet carrier (easyJet plc, 2012). And easyJet is one of the leading lights of Europe's budget flight industry. 1. Financial results analysis with business strategy Table 1 Comparison of operating financial results between Ryanair’s & easyJets in 2012 Ryanair(? million)Eas yJet(? million) Scheduled revenues28273794 Ancillary revenues71560 Total operating revenues35423854 Scheduled revenues /total operating revenue79. 8%98. 4% Selected costs Fuel12841149 Maintenance84203 Marketing145104Total operating expenses29883323 Source: Ryanair Annual Report 2012 & easyJet Annual Report 2012 In their own financial year of 2011/12, Ryanair performed better than easyJet by ? 312 million in the total operating revenues (after exchange EURO to GBP with current rate), which mainly due to the high ancillary revenues from various ancillary services and involvement in other activities connected with its core air passenger services, including non-flight scheduled services, Internet-related services, and the in-flight sale of beverages, food, and merchandise (Ryanair annual report, 2012).Michael O’Leary talked previously about their ancillary strategy: â€Å"If you want a quiet flight, use another airline, Ryanair is noisy, full and we are always trying to sell you something† (O’Higgins, 2009). The ancillary strategy has been working well so far. However, the scheduled revenues which should be the primary business revenue of Ryanair were lower than its competitor easyJet. It might be caused by the cutting routes strategy and lower average load factors, especially the cutting routes strategy carried out in 2009, which has already cut down 389 rotes (1000 routes in 2009).In terms of operating costs, Ryanair had a better performance in controlling total operating expenses in 2011/12, which is ? 2988 million, while that of easyJet is ? 3323 million. However, Ryanair spent more on fuel and oil, which occupied nearly 43% of the Ryanair’s total expenses. Jet fuel is always variable and cannot be predicted previously. And jet fuel prices are dependent on crude oil prices, which are quoted in U. S. dollars. As a result, Ryanair’s fuel cost is affected by currency exchange. â€Å"Based on Ryanair’s fuel consumption fo r the year 2011, a change of $1. 0 in the average annual price per metric ton of jet fuel would have caused a change of approximately â‚ ¬1. 5 million in Ryanair’s fuel costs† (Ryanair annual report, 2012). In order to minimize its loss on fuel price change and currency rate, like many other airlines do, such as Southwest Airlines, Ryanair uses forward contracts to protect against fluctuations. Ryanair’s maintenance cost is relatively lower than easyJet. It might be largely due to the aircraft it adopts. Ryanair uses single fleet type—Boeing 737-800, which is considered to be one of the most fuel efficient fleet type, while easyJet has two types—Airbus A320, A319.The single fleet type reduces the number and cost of aircraft components in stock, as well as its maintenance cost. Ryanair’s marketing cost is more than easyJet’s. This may be a result of its promotion for ancillary revenue. In order to earn a widely range of revenue apart from scheduled revenue, Ryanair advertises its services in national and regional newspapers, as well as controversial and topical advertising (Ryanair annual report, 2012). 2. Growth capacity under strategy: Table 2: Ryanair’s financial performance(â‚ ¬Million) 20122011Changes Total revenue4,324. 93,629. +19% Profit before tax560. 4375. 6+50% Adjusted net profit after tax502. 6400. 7+25% Basic earnings per share (in euro cent)38. 0325. 21+51% Adjusted basic EPS (in euro cent)24. 1026. 97+26% Source: Ryanair annual report 2012 Ryanair’s operations have grown rapidly during 2011/12. This year, net profit after tax had a 25% increase after adjusted, total operating revenues increased by 19% to â‚ ¬4,324. 9 million as average fares rose by 16% (Ryanair annual report, 2012). Furthermore, ancillary revenues grew up by 11%, faster than the 5% increase in passenger numbers.Although the average load factor of Ryanair was lower than its competitor, there is still an incre ase of 13% (Ryanair annual report, 2012). In 2012/13, Ryanair plans to develop 330 new routes and intend to continue expanding its navigation, new destinations and new flights, which are expected to increase Ryanair’s booked passenger volumes to approximately 79 million passengers per year. In addition, there is a strategy of transferring operating flights from high cost airports to low cost airports in winter in order to reduce cost in off season.Overall, the company’s growth has been largely dependent on increasing performance and growing capacity. 3. Star rating & customer satisfaction From Low-Cost Airline Ranking in Official SKYTRAX Airline Star Ranking website (2012), the star ranking of Ryanair is two stars while easyJet is three stars. And easyJet ranked 5th in World's Best Low-Cost Airlines award, however, Ryanair wasn’t in this list. Actually, Ryanair always has a worse public image than its competitors due to its marketing strategy by making stunts.An d in some instances, the extra charges imposed on passengers such as check-in charges and booking fees make customers unsatisfied. What is worse, some flying accidents make its statements of punctuality and safety being doubted by the public. Conclusion Overall, Ryanair is successful in planning and performing its cost focus strategy. Facing with the strength, weaknesses, opportunities and threats, it is recommended that: 1. Ryanair should continue using its low fares to attract price-sensitive customers. 2. Ryanair can keep following its â€Å"pay by use† service, which is an effective way to ensure low price.However, when taking extra charges, it should consider the public’s attitudes to the fee. 3. Ryanair should continue controlling its costs to compete with other low fare airlines, especially fuel and oil costs. 4. Ryanair should pay attention to its brand and reputation, and make some efforts to earn a better degree of satisfaction. 5. Ryanair should take measure s to build a good relationship with authorities and governments. Reference List Gillespie, A. (2007), Foundations of Economics, Oxford University Press: Oxford O’Higgins, E. 2011), ‘Ryanair: the low fares airline – future destinations? ’,IN, Johnson,C. (ed. ) Exploring Strategy: Text and Cases, Pearson Education, pp. 618-627 Pearce, B. (2012), ‘The state of air transport markets and the airline industry after the great recession', Journal of Air Transport Management, Volume 21, July 2012, pp. 3-9 Rothwell, S. (2012), Ryanair Deepens Cuts at Edinburgh as BAA Seeks to Complete Sale [Online]. Available: http://www. businessweek. com/news/2012-04-12/ryanair-deepens-cuts-at-edinburgh-as-baa-seeks-to-complete-sale [Accessed: 12th April 2012]Box, T. M. (2005), ‘RYANAIR (2005): successful low cost leadership', Journal of the International Academy for Case Studies, Volume 13, Number 3, pp. 65-67 Air Scoop, (2007), The Low Cost Carriers Analysis Newslett er, [online], Available: http://www. air-scoop. com/pdf/air_scoop_May2007. pdf [Accessed: 10th December 2012]. Huff Post, (2012), Ryanair CEO Michael O’Leary Calls Passengers â€Å"Idiots†, [online], Available: http://www. huffingtonpost. com/2012/09/05/ryanair-ceo-michael-oleary-calls-passengers-idiots_n_1857143. html [Accessed: 10th December 2012]New Europe Online, (2011), Ryanair profits rise despite fuel costs and economic downturn, [online], Available: http://www. neurope. eu/article/ryanair-profits-rise-despite-fuel-costs-and-economic-downturn [Accessed: 10th December 2012]. Newll, I. (2006), ‘Is win-win just pie in the sky? ‘, Strategic Direction: The airline industry, Volume 22, Number 6 June 2006, pp, 3-5 O’Higgins, E. , 2011, Ryanair: the low fares airline – future destinations? , IN, Johnson,C. (ed. ) Exploring Strategy: Text and Cases, Pearson Education, pp. 618-627Routes Online, (2010), â€Å"Major opportunities remain in Europeà ¢â‚¬ Ã¢â‚¬â€Ryanair route director,[online], Available: http://www. routesonline. com/news/36/the-hub/97447/amajor-opportunities-remain-in-europea-a-ryanair-route-director/ [Accessed: 10th December 2012]. Sorensen, T. C. , (2005), An analysis of the European low fare airline industry- with focus on Ryanair, Aarhus School of Business. EasyJet Evidence, 2012. AT A GLANCE. [online] Available at: [Accessed 1 December 2012]. Ryanair, 2012. Annual report 2011-2012. [online]Available at: [Accessed 1 December2012]. easyJet plc, 2012. Annual report 2011-2012. online]Available at: [Accessed 1 December2012]. STARTRAX Evidence,2012. Low-Cost Airline Ranking. [online] Available at: [Accessed 1 December 2012 ] Appendix Selected operating data RyanaireasyJet PASSENGERS (JAN’11 – DEC ’11)76. 4million55. 5million AVERAGE LOAD FACTOR82. 2%87. 5% NUMBER OF DAILY FLIGHTS13531260 COUNTRIES SERVED2730 DESTINATIONS162130 ROUTES6111400 PERMANENT EMPLOYEES75719000 NUMBER OF AIRCRAFT27 5202 AVERAGE FLEET AGE3. 03. 9 FLEET TYPE275 Boeing 737-80035 Airbus A320 167 Airbus A319 Sources: European Low Fares Airlines Association (ELFAA), December 2011

“Fossil Fuels Improve the Planet” by Alex Epstein Essay

Part 1: Graphical Representation Part 2: Summary of argument In the article â€Å"Fossil Fuels Improve the Planet† (Epstein, 2013), Alex Epstein’s main claim was that fossil fuels should be used without restriction as they provide reliable and affordable energy that improves the lives of mankind. Aiming to convince the reader fossil fuels should be freely used, he first argued that the energy provided by fossil fuels is vital to the health and well-being of mankind. He supported this by stating that processes such as purifying water, mass production of medicine and fresh food, heating and construction are vital in allowing mankind to lead healthy lives and being able to cope in harsh climates. Epstein stressed that none of these things would exist in the modern world without the energy from fossil fuels. Next, he argued that alternatives like renewable energy are not effective. He asserts that renewable energy is unreliable, not cost effective and also unable to be mass-produced. He supported this by saying that even after years of investments from many countries only accounts for less than 0.5% of the planets energy. Finally, Epstein concluded by stating that fossil fuels are not â€Å"dirty energy†. He supported this by saying current technology can reduce waste produced in using fossil fuels to a minimum. He argued that since all processes create some waste, any process can be considered â€Å"dirty† and rejected. Epstein hence contended that mankind should focus on building better lives by reaping the benefits of using fossil fuels rather than worrying about whether processes were â€Å"dirty† or not. Part 3: Evaluation of argument Epstein’s first argument is that the energy provided by fossil fuels is vital to the health and well-being of mankind. The assumption he makes in his argument is that burning fossil fuels is the largest or sole provider of energy to mankind. This is validated by empirical data collected on a  global scale from The World Energy Outlook 2013 (International Energy Agency, 2013) which recorded that 82% of the world’s total energy supply came from fossil fuels in 2011 and will likely only fall to 75% in 2035, remaining the major source of energy for years to come. The argument uses deductive reasoning to prove that the energy provided by fossil fuels is vital to the health and well-being of mankind based on the premise that the energy powers important machines and processes that mankind needs to thrive. Epstein supports this by listing processes such as purifying water, the mass production of medicine and fresh food, heating and construction. He states that these processes provides necessities that are key in keep sickness at bay and allowing mankind to cope with the often harsh climate, leading to what he claims to be the healthiest and cleanest living environment in human history. The evidence Epstein provides shows that the affordable reliable energy from fossil fuels provides important necessities such as clean water and medicine that is vital to the health and well-being of mankind. This is congruent to Dennis Anderson’s points in â€Å"World Energy Assessment: Energy and the Challenge of Sustainability† (United Nations Development Programme, 2000, Chapter 11 p.394) where he reports that the presence of modern sources of energy can improve the standards of living for billions of people across the globe, especially those in developing countries who lack access to basic services and necessities similar to those described by Epstein due to consumption levels of energy being far lower than those in industrialized countries. This shows the state of people who lack access to modern energy and how their lives can be greatly improved if more energy was available to them. Therefore since Epstein’s argument uses deductive reasoning to prove that the energy provided by fossil fuels is vital to the health and well-being of mankind, since the premise is true, the conclusion of the argument is valid. References Anderson, D. United Nations Development Programme, United Nations. & World Energy Council. (2000). World Energy Assessment: Energy and the challenge of sustainability. New York, NY: United Nations Development Programme In: Chapter 11 Energy and Economic Prosperity. (P.394-411) Retrieved from http://www.undp.org/ International Energy Agency & Organisation for Economic Co-operation and Development (2013). World energy outlook 2013. Paris: OECD/IEA. Retrieved from http://www.worldenergyoutlook.org/ Epstein’s second argument is that alternative sources of energy to fossil fuels are not as effective. The argument uses inductive reasoning as Epstein focuses on 2 alternative sources of energy and attempts to convince the reader of his argument based on their observed limitations. The premises offered are that renewable energy such as solar and wind is unreliable, not cost effective and also unable to be mass-produced. He is able to support this with his claim that even after years of investments from many countries renewable energy only accounts for less than 0.5% of the planets energy. He also supports this by quoting examples of some richer countries that have been unsuccessful in making renewable energies usable on a larger scale even after spending large sums of money, resulting in rising youth unemployment rates as high as 50% in Spain and electrical prices doubling in the case of Germany. These cases and facts accurately shows the limitations of renewable energies ment ioned in his premises. This is supported by Professor Barry Brook in his in-depth critique on renewable energy â€Å"Renewable Limits† (Brook, 2009, TCASE 4 & 7) where he states that input for energy for solar and wind is unreliable and also shows how costly and economically unfeasible it is to make solar and wind plants reliable on a global scale. The report demonstrates this by calculating the large amounts of materials and investment needed to make each renewable energy source reliable on a global scale e.g. 1,250,000 tonnes of concrete and 335,000 tonnes of steel per day from 2010 to 2050 for wind power to be reliable. Therefore, the facts in the premises Epstein offers are true. However, he chooses to purely focus on solar and wind as alternatives to fossil fuels and not on other more promising alternative sources of energy such as hydroelectric power or nuclear. Although he mentions them in his argument, acknowledging them as able to provide more significant and reliabl e power compared to solar and wind, Epstein fails to go any further in depth than that. The World Energy Outlook 2012 (International Energy Agency, 2012) showed that renewable energy is likely to grow to become the second-largest energy source by 2015, with its share of global power generation rising from 20% in 2010 to 31% by 2035 mostly stemming from hydroelectric power and nuclear power. Although the report states that this depends on continued subsidies, subsidies for renewable energy are also projected to reach $240 billion per year in 2035 from $44 billion in 2010, for 31% of global power. The report suggests that given enough time renewables like hydroelectric power and nuclear could be produced on a wide enough scale to compete with fossil fuels. This shows that the other alternatives not evaluated fully by Epstein are definitely gaining traction and support around the world and are able to produce affordable and reliable energy as well, potentially on a global scale given time. Although he claims to have focused only on solar and wind as environmentalists , opponents of fossil fuels, often only champion solar and wind power over nuclear and hydroelectric power, it is a very weak reason to not go into detail about these alternatives that are clearly gaining much traction and support around the world as shown in the source. Hence, Epstein fails to consider the full scope of alternatives in his argument and seems to focus only on alternatives that have clear limitations to strengthen his argument. Since his argument uses inductive reasoning to prove that alternative sources of energy to fossil fuels are not effective, based on the premises provided not painting a complete picture of the issue at hand, and the fact that the alternatives ignored show more promise than the ones mentioned in the premises, his argument is weak and not convincing. References Brook, B (2009). Renewable Limits | Brave New Climate. Retrieved from http://bravenewclimate.com/renewable-limits/ International Energy Agency & Organisation for Economic Co-operation and Development (2012). World energy outlook 2012. Paris: OECD/IEA. Retrieved from http://www.worldenergyoutlook.org/

Supply Chain Management at Airbus - Implementing Rfid...

Supply Chain Management At Airbus - Implementing RFID Technology INTRODUCTION Airbus was the worlds leading aircraft manufacturer in 2009 going by the number of aircraft delivered during the year. The company had been using RFID in its operations since 1997 but on a lower scale and targeted at improving its internal processes. In mid-2000s, Airbus started using RFID technology more widely, starting with its spare parts supply chain. After sucessful pilot tests, Airbus came out with the ambitious plan of adopting a holistic approach by implementing RFID at its suppliers facilities, in its own operations, and at its customers operations in 2008. The plan was to achieve higher efficiencies in its operations and also to reduce costs. The†¦show more content†¦Sup@irworld had four domains including Sourcing, BuySide, eSupplyChain, andd Found@tion which could be accessed from a common portal platform, with a further dedicated portal according to the target segment - Airbus customers, employees and suppliers. Within the Sourcing domain, potential suppliers were identified in a transparent manner, as they registered with Airbus through the Internet where they could provide details about the strengths, quality standards, etc. The BuySide domain allowed purchasing managers in Airbus to select products to be purchased from an electronic standardized catalogue and send the product list for approval from the concerned authorities. On approval, orders were generated automatically and electronically sent to suppliers. If products are not on the catalogue, quotations from suppliers are requested. It created automation across all Airbus entities from ordering to payment. The eSupplyChain domain. 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