Christians, Muslims, and Jews in the Age of Discovery by Ber essays

Christians, Muslims, and Jews in the Age of Discovery by Ber essays The relations of Christians, Jews, and Muslims around the Mediterranean were tumultuous for centuries, and still have consequences (in the Balkans, for instance) that we need to understand if we are to cope with politics and conflict today. In the book Cultures in Conflict. Christians, Muslims, and Jews in the Age of Discovery by Bernard Lewis, those relations are examined to reveal the relative position of each and the eventual decline of one to give rise to another. Lewis first examines the way Christians and Muslims looked at one another. Despite their mutual hostility, they understood each other's views rather well. Medieval Christians largely dismissed Muslim theology as post-Gospel heresy; but the Muslims themselves were regarded as serious social and military challengers. By contrast, a still primitive Christendom looked to sophisticated Muslims "rather as Central Asia or Africa appeared to Victorian Englishmen? (pp. 13). However, despite their knowledge of one another (or perhaps because of it), the Christian world was imbedded in a deep conflict with the Islamic and Jewish worlds. The Christian conflict with the Islamic world was, according to Lewis, the result of a rivalry based on three motives: faith, greed, and fear. From the first invasion of Muslim armies into Christian lands, Christendom lived under Islamic invasion not once but three times. It is obvious in this light why Christendom and Islam were in conflict because of the two-fold threat of conquest and of conversion. From the Islamic point of view, the conflict was entrenched the awareness that Christians were not merely barbarians, but a real threat due to the similarities in ideas and in equal drives of missionary expansionism. Lewis notes that the Muslims saw Christians as followers of a rival religion with a rival political system and a rival claim to what each thought of as the universal law of the land. The Christian world was in conflict ...

Business Improvement and change Essay Example | Topics and Well Written Essays - 1500 words

Business Improvement and change - Essay Example In addition, my plan will also work to improve the skills set of the production executive in Nestle Malaysia since they will acquire necessary skills needed to help in solving the environmental constraints within the organization. Moreover, changes will also be noticed in the working culture of factory as the plan will work toward making it accommodate the various elements of change coming along its way (MANWANI, 2008, p.65). In the factory changes will be noticed on the diversity of the organizational culture as my plan will provide the organization with a system of assessing the impact of equality in different departments when handling organizational changes. At the rural factory, the changes that will be noticed will be between the frontline managers as my plan will provide them with a job security to assure them against the uncertainty of loosing their jobs while working for the organization. Also, there will be changes in frontline managers under this department as my plan will provide a system of work that will witness an increase in the production levels (PIPPIN, RONALD, 2009,p.374). Despite succeeding with my implementation plan, I will experience problems in alignment of resources of rural and urban factories since the rural workers may not readily accept my implementation plan to guide them. Secondly, I will also experience problems in trying to convince some of the best frontline managers in the urban centers to relocate to rural centers for equity. This is will be occasioned by the fact that most frontline managers in rural areas are not good as compared to the urban ones (REIFER, 2002). Implementation Approach I will approach the aspect of change within the organization using three interacting elements which are cultural modification, building capacity efforts and introducing infrastructures which are supportive, strengthening and long lasting. This will provide the needed leadership support which will be essential in formulating good values and no rms, resources and skills that will promote stakeholders involvement into the formulation of various departments and systems of the organization. In sum the approach will aim at improving innovativeness of the different programs used and incorporated within the organization to ensure productivity of the organization. Cultural transformation within the organization will assist the different managers present at the organization to promote research and change within the different departments or processes they are in charge. Building capacity efforts within the organization will assist in creating awareness between the different employees and managers available at the organization. This will clearly highlight the expectations and communication to help in achieving the goals and objectives within the organization. Use of infrastructures which are supportive will tremendously help the organization to achieve its production goals because it will provide the existing workers and managers of the organization with the required educational programs and expert resources needed in attaining productivity (FLORAC & CARLETON, 1999). The Implementation Plan Grouping activities within the organization has an added advantage to the productivity since it points to the various points where problems might

Process Quality Engineering Essay Example | Topics and Well Written Essays - 1000 words

Process Quality Engineering - Essay Example Process Quality Engineering The expectations and needs of the consumers must be met to acquire the quality status. Quality can be checked through customer satisfaction and statistical analysis. Quality can also be measured through efficiency. Efficiency is examined by evaluating the resources such as land, labor, and machines. A decrease in labor, variation, and warrant costs are an indication good quality in the products. Managers oversee the functioning and processes within the company. They control all components in the company including the workers. Although they control everything within the company, it is not necessarily that they are involved in everything. The managers interact and consider the employees’ suggestions and ideas. When total quality management is implemented well, sales increase and the quality improves because employees are aware of their duties. The five s housekeeping technique is crucial as its values of orderliness and standardization help enhance employees’ productivity and guiding them. Management increases efficiency and quality in everything in a short period. Cleaning improves sanity and safety that reduces accidents within the production process. Self-discipline ensures that employees remain faithful to their duties and improve the image of the company. Improving the standards of the company requires a set of ethics and rules to be established which the employees can follow. Ethics and rules put the management and employees in the same level which eliminates various problems.

Tissot Watch Company Analysis Essay Example | Topics and Well Written Essays - 1500 words

Tissot Watch Company Analysis - Essay Example The first and foremost is brand recognition. Tissot relies heavily on different strategies that require lots of investment in advertising to create product value. As Tissot involved well known personalities to promote their products, this acted in their favour create brand recognition in the industry. The consumer base of the company has been strong enough which enabled the organisation to take steps into new products which in turn will attract new customers and cement the consumer base. Marketing and communication sets Tissot stand differently from its competitors. The design of the watches is built in such a way so that it attracts every level of consumers if not income wise but choice wise. Tissot took the step in distributing their products in different markets which not only raised their sells but penetrate other markets and drive out their competitors. The Swiss watch manufacturer has large and highly skilled pool of labor. They are trained for the specific purposes and latest innovations and techniques are injected into the products which affects the sales of the company. The price of the products is set at such a level which attracts targeted customers. The prices are competitive with other competitors in the industry and technological advancement is the factor which differentiates its products from other competitors. A huge product base is also offered for the customers with different price ranges. Luxury watches are defined as those watches which have a factory gate price of over CHF 500, and corresponds to more or less to sale price of over CHF 1500. A Harvard Business School Professor stated a ‘five forces model’ to make an analysis of the watch industry. There is the threat of new entrants which may be able to attract the consumer bases of the already existing players. There is rivalry among the players in terms of pricing, branding and advertisements. The only difference the watch industry has from all other industries is that it is n ot possible to deliver substitutable products. That is why the other aspects of business are foremost in this industry [Gautschi, 2005, pp. 7-8]. (Gold, Godsey, Cernusca, 2003, p. 9) The key to sustain in the Swiss watch industry is in fulfilling the strategic and operational goals of an organisation. Tissot has been able to capture a consumer base but in order to sustain in the industry the need of the time is inject new technologies and pricing strategies. Injection of new technologies will involve investments and the current needs of the market need to be identified. Once the needs are identified, new products are injected into the market using appropriate process strategies. Tissot should also have adequate back up plans for sudden entry of new competitors into the market. These unexpected moves are required to be handled efficiently. Research and development is one of the key areas which cannot be eliminated from any company in order to sustain in an industry (Adler and Shenhar , 1989, p. 10). Time should be spent on new product innovation and marketing of the products around the globe. Elasticity: One of the important concepts that can influence the pricing strategy is price elasticity of demand which shows the change in the quantity demanded of a certain product due to change in the price of the same product. Tissot will have to

Public policy making Essay Example for Free

Public policy making Essay This section sets the context for testing the hypotheses. Historically, church-state relationships have been a recurring and significant source of political controversy in European states. The outcomes of these controversies may be viewed in terms of the following taxonomy: the Erastian model, in which the state has assumed responsibility for the direction of the church; the liberal model, in which the state is secular and neutral in its relationships with the church(es) found in its society; the theocratic model, in which the church has achieved supremacy in religious and secular affairs; the spheres model, in which the church prevails in some spheres and the state in other spheres of society; and the anti-church model, in which the state stands in opposition to the church and seeks to curtail or eliminate religion. The Erastian model. On this model, the state seeks to organize the church as a department of the state. This model is commonly associated with the Protestant German states of the Reformation. The Erastian model confronts the problem of internal religious change, perhaps expressed in controversies over liturgy or doctrinal controversies. From the regulatory perspective, two broad responses to internal change may be taken by the Erastian state. First, the state may simply tolerate a good deal of doctrinal variation within the church viewed as a common religious house. Second, the state may seek to play the role of arbiter or imprimatur in determining the correctness of certain positions in theological disputes. Both positions run the risk of reduced credibility for both the church and the state. The liberal model. The liberal model argues for neutrality of the state in the affairs of churches. It conceives the state as one in which there is no privileged relationship between the state and any particular church. Although the liberal model has its origins in European thought, it may be argued that it has rarely been found in European countries. Few European regimes have adopted neutrality as the basis for church-state regulation. The United States is often judged to be a better example than European nations of the application of the liberal tradition to church-state relations. [14] The United States also is a nation with one of the highest rates of church attendance on either side of the North Atlantic. Does the fact that the American state constructs church-state relations as a wall of separation contribute to the apparently greater American public willingness to attend church and to attach importance to religion? Roger Finke has argued that the deregulation of churches in the United States has promoted religious individualism; that is, for an American church to survive it must attract communicants in the open market by responding to the individuals understanding of religion as one of personal conversion. [15] The theocratic model. Here the church assumes or is given a sphere of influence that embraces both religious and secular spheres. As with the state in the Erastian model, the church is supreme and so the question of the states defining boundaries does not arise. The churchs autonomy in determining public policy is not confined to its membership but embraces the broader community in which the church is located. This model may exist in regions within a state but certainly is not characteristic of nations in Europe today. The best example of a European theocracy in the last century was the Papal states in what is now modern Italy. The spheres model. This model can best be described by saying what it is not. It is not the liberal tradition or the Erastian or the theocratic. Rather, it may be described as the situation in which the society is understood as made up of competing or perhaps complementary spheres. Conflicts between the Holy Roman Emperors and religious hierarchies often reflected this battle over spheres of autonomy. Variations of this model are found in a remarkably wide range of European nations today. These range from nations that profess to be of a certain church, to others that are critical of a specific church. Samuel Krislov argues that the determination of boundaries between church and state is enormously difficult in any system that seeks to recognize separate spheres of responsibility between a church and a state. [16] It is probably useful to conceptualize the spheres model as a continuum. At one end are the Roman Catholic Churches in Ireland and in todays Poland, where the sphere of church influence is quite large and embraces many areas of public policy making. At the other end of the continuum are Scandinavian churches which have narrowly-defined spheres of influence in public policy making. The anti-church model. This final model is one in which the state is deeply critical if not in outright opposition to the church. The former regimes of Eastern Europe reflected an oppositional tradition as historically did the nineteenth and early twentieth century regimes in Mexico and in France which often sought to disestablish or to curtail church life severely. Examples of opposition include expulsion of religious orders, seizure of church resources, and prohibition of many church-sponsored activities.

Reasons For Strategic Decision At Thai Airways

Reasons For Strategic Decision At Thai Airways An inspired and carefully considered business strategy can be used to guide a company to achieve greater profitability and success, as it is known that strategy can be viewed as plan, ploy, pattern, position and perspective (Kourdi 2009, p3). To those companies that rely on low price to attract customers, such as budget airlines, business strategy plays a significant role in their business. However, business strategy should be based on the understandings about competition and threats in the industry, micro and macro environment factors that affect the success of their business, and strengths and competitive advantages of the company. Only can business strategy that is based on these understandings be used to achieve success of business Question 1: Reasons for Launching a Low-cost Airline with Thai Airways Tiger Airways is going to launch a low-cost airline with Thai Airways, which will target domestic and international destinations within five hours flying times distance on the basis of Bangkok (Creedy 2001). There are many reasons that Tiger Airway launched this airline jointly with Thai Airways, and the following five reasons are the most important ones: To compete effectively. It can be seen from the case that, by joint venture, it is easier for Tiger Airways to grow its business in Thailand, and will compete effectively in this region with Jetstar and AirAsia (Creedy 2001). Additional network advantages. By joint venture, it will build better network relationship with Thai Airways and may have advantages to deal with future spread risk and competition, as Thai Airways becomes a partner rather than a competitor (Creedy 2001). Additional cost advantage. By possessing 49% of the joint venture, and other 51% owned by Thai Airways, Tiger Airlways has chance to use the advantage of Thai Airways to maintain and even strength its low cost advantage (Creedy 2001). To reduce risk. By additional network and cost advantages brought from this deal, Tiger Airways is capable to face further spread risk. Pan-regional strategy. This joint venture is an important step forward in Tigers pan-regional strategy. It is noted by CEO of Tiger Airways, Tony Davis, that Bangkok is one key South East Asian gateway within striking distance of both India and China (Creedy 2001). By additional network advantage from joint venture with Thai Airways, it becomes easier for Tiger Airways to implement this strategy. Reasons for Strategic Decision Tiger Airways decision of launching a new airline jointly with Thai Airways can be considered as a strategic decision. Reasons are stated as follows: This decision affected the long-term direction of Tiger Airways. As mentioned above, this decision was an important step forward for its pan-regional strategy (Creedy 2001). This decision helped achieve advantage for Tiger Airways. Additional network advantage with Thai Airways and cost advantages were achieved by this joint venture decision. This decision expanded the activities scope of Tiger Airways to low-cost flight to Bangkok/ Thailand, and might expand to India and China as well This decision had major resource implication. It is mentioned in the case that by 2015, 68 flights would be allocated to this low-cost airline (Creedy 2001). This decision created new opportunity for Tiger Airways. By this decision, Tiger Airways became more competitive with Jetstar and AirAsia, which created new opportunity for the growth of Tiger Airways (Creedy 2001). This decision affected operational decisions of Tiger Airways. Investment in this new airline needs to be taken into consideration by Tiger Airways. Obviously, this decision can be viewed as a plan, a ploy, a pattern, a position, a perspective. Therefore, it is a strategic decision. Macro Environment Analysis PESTEL model is a good technique that can be utilized to analyze macro environment factors that affect the industries, as well as low-cost airline industry. It contains six factors which are Political, Economical, Social, Technological, Legal and Environmental factors (Robinson 2009, p75). Political: Government instability is a major factor to the low-cost airline industry. For example, the affairs of Prime Minister of Thailand, Thaksin Shinawatra and his Red-Shirt, led to a fatal drop in tourism industry, which may decrease the customer amount of low-cost airline industry (BBC 2010). Economical: Economy recession and financial crisis affected the profitability of low-cost airline industry players. A survey carried by Airline Business indicated that although revenue didnt show decline, profitability was affected by the financial crisis. Many players encountered a loss in 2008 compared to 2007 (Dunn 2009). Social: The attitude of income distribution and balancing work and leisure are factors that cant be neglected. People who are willing to distribute their money on travelling and their free time of leisure will increase the customer amount of the industry. Technological: Technology that makes standing seats for airlines available influence this low-cost airline industry seriously. The availability of standing seats for airlines will cut down the cost of industry will make it more attractive (BBC UK, 2010). Legal and Environmental: Employment laws, competition law, threat of natural causes, carbon dioxide emission are other factors of the low-cost airline industry. Question 2: Corporate Strategy, Business Level Strategy and Operational Strategy Corporate Level Strategy According to the definition from Collis and Montgomery (2005, p8), corporate level strategy can be defined as the way that a company uses to create value through configuration and coordination of its multimarket activities. There are three main emphases of this definition, value creation, configuration and multimarket activities. It is indicated in Appendix 1 that the corporate strategy of Tiger Airways is that: To create a portfolio of profitable routes throughout Asia and Australasia by establishing airlines in market where low-fare, low cost business model has exceptional potential for sustainable profitability with ancillary services such as luggage upsize, seat selector and sports equipment check-in. Business Level Strategy One model developed by Bowman called The Strategy Clock can be used to get good understanding about business level strategy, which relates competitive advantage to cost advantage and differentiation advantage. These successful strategies can be illustrated as following levels: Low price/ low added value, Low price, Hybrid, differentiation without price premium and Focused differentiation (Angwin et al 2007, p121) All these different strategy are classified based on two factors, price and value. It can be seen from Appendix 1 that the price of Tiger Airways is low because the company implement cost leadership strategy. Besides, compare to other airlines, the value added by Tiger Airways is limited. Luggage is limited to a certain size; seat selection will be charged. Only is purchased food or drink is allowed compare to free food and drink in SIA. Thus, the activities are low value-added. Therefore, based on these two factors, the business level strategy is Low price/Low added value. Operational Strategy According to the definition of Lowson (2002, p57) that operational strategy can be viewed widely as a value delivery strategy. It is all about decisions which helps create and deliver product/service, value to customers through companies core competencies. Therefore, the main operational strategy of Tiger Airways is to maintain and enhance the core competencies of low fare/ low cost. Many decisions have been made based on this strategy: Joint venture with Thai Airways to launch new airline. Install advanced 3-D weather radar to increase efficiency (Tiger Airways.com 2010) Minimize service that charges customers on customers behalf. Question 3: Porters Five Forces Analysis Porters five forces model is one of the most well-known models in business literature that produce the competitive situation in any industry (Beamish Williams 2008 pp76-77). The five forces and their relations are indentified as follows: Threat of new entrants Threat of substitutes Bargaining power of buyers Bargaining power of suppliers Intensity of rivalry Source: Caneval Ventures. Models on the dynamics of innovation. http://www.caneval.com/vision/innovation/innovation2.html [Last accessed: Dec. 7th 2010] Threat of new entrants The threat of new entrants of the low-cost airline industry is very fierce (4 out of 5). Although the investment of setting up new airline companies is huge to those organizations which are not in the airline industry, it is feasible to other organizations which are already in airline industry to establish new companies which serve the low-cost airline industry. The establishment of Tiger Airways can be an example to support this point. Tiger Airways is partially by SIA, which is the leading airline service provider all over the world. Threat of substitutes Long distance coaches, trains, passenger ships, network and other airline service providers (such as SIA) are the main substitutes of the low-cost airline industry. It can be seen from Appendix 2 that, although the low-cost airline industry is a booming industry with high growth rate, Network airline service providers are still the main provider in the airline industry. And Long distance coaches and trains play much more significant role in transportation in countries such as China because of the poor development of air transport. Therefore, this threat is very high (3 out of 5). Bargaining power of buyers In low-cost airline industry, though customers are easy to find substitutes but these substitutes may cause higher price or take more time to reach their destinations. Therefore, the bargaining power of buyers is not so strong (2 out of 5). For example, it is clearly seen from Appendix 3 that SIA return ticket for travelling between Singapore and Hong Kong is around 100SGD expensive than that of Tiger Airways. Bargaining power of suppliers Obviously, the main supply of low-cost airline industry should be the aircrafts, and Boeing and Air Bus are the two suppliers of aircrafts to low-cost airline industry. It means that these two companies are in the position of monopoly. Therefore, their bargaining power is extraordinary strong (5 out of 5). Intensity of rivalry The intensity of rivalry of low-cost airline industry is not so fierce (2 out of 5). Although the core competency of low-cost airline players is low fare/low cost, they have regional characteristic, which means only few airline players are recognized by customers in a certain areas. For instance, in South East Asia, Tiger Airways and AirAsia are the two recognized players by customers. In conclusion of the analysis of Porters five forces model, the outcome can be summarized as the following picture. Low-cost airline industry is an attractive industry, as buyers dont have strong bargaining power, which means this market is a seller market; low threats of substitutes means low-cost airline is a good choice among the products or services. Besides, although bargaining power of suppliers is extraordinary high, every player in the industry will face this problem, and because of a booming industry with high growth rate, low-cost airline industry is an attractive industry. Question 4: Value Chain Analysis Porters value chain model is a typical value chain model, which state nine kinds of business activities (Wang 2007, p81). And these business activities are classified into assistant and basic activities, which can stated as below: Wang Weijun (2007). Integration and innovation orient to e-society. New York: Springer Science+ Business Media, LLC. p81. However, this model aims at manufacture companies. Tiger Airways is in the industry of low-cost airlines, which is a service industry, therefore, the model needs to be modified based on the assumptions as follows: All the purchases are for infrastructure development purpose. Service is produced once purchase happens. Therefore, it can be seen from the case and other information from website and Tiger Airways 2010 annual reports that the value added activities are presented as follows: In the case, it is said that by 2015, 8 flights would be allocated to the new launched low-cost airline; this is the value-added activity which develops the infrastructure of Tiger Airways (Creedy 2001). In the annual report, it is stated that all new directors to the Board are briefed by Management on the Groups business activities, strategic directions, and will be sent for external training and development programmes. This is the value-added activities on manpower resource management (Annual report 2010). By this, Tiger Airways is able to make out better corporate, business level and operational strategies for the long-term development of the company and sustain the cost advantage as well. According to the media release of Tiger Airways, in 2010, by partnering with Honeywell, the company installed advanced 3-D weather radar enhance safety and passenger comfort. This can be viewed as a value-added activity based on technology development (Tiger Airways.com 2010). The annual reported stated that by renewing contracts with airports, ground services, providers and other suppliers, and purchased two aircrafts from Airbus (own rather than lease), enabled Tiger Airways to further reduce operating cost and in tune increase value to customers (Annual report 2010). According to the website, extra service is provided such as luggage upsize, seat selection and as well as related service, for example, hotels, insurance and car hire to enhance the types of service that customer can enjoy through Tiger Airways. There are many other business activities done by Tiger Airways, which enrich the value of service provided by Tiger Airways and gain wide recognition among customers, this is the exact reason helps Tiger Airways be one of the leaders in South East Asia to provide low-cost airline service. Question 5: Common Cost-cutting Strategies According to many literatures, there are many different kinds of cost-cutting strategies, for instance, rationalization, standardization, central processing of transactions, technology application and cost management strategy (OBrien Datta 1989, p165). Therefore, related to low cost carriers, the common cost-cutting strategies can be presented as follows: Rationalization. To low cost carriers, non-value-added activities are removed and only do those value-added activities remain. For example, there is one rule in Tiger Airways that only is purchased food or drink is allowed. Standardization. Another strategy is to standardize the service of low cost carriers. It can be seen for Appendix 4 that the service of Tiger Airways is standardized, as extra services will be charged by a certain price. Central processing of transactions. Crucial processes are identified by low cost carriers that need to be focus on to provide the basic service to their customers. Technology application. New technology can be applied to reduce operational cost and even reduce the proportion of risk. As mentioned above, the 3-D weather radar is applied by Tiger Airways to increase the accuracy of weather prediction to reduce unnecessary loss by reason of bad weather (Tiger Airways.com 2010). Cost management strategy. This strategy is used by low cost carriers to understanding the factors that affected the cost such as fuel, labour, distribution, inventory management, purchasing, and foreign exchange (IATA Training Portfolio). Take Tiger Airways as an example, the two main business regions are South East Asia and Australia. Therefore, the foreign exchange rate between AUS Dollar and SGD is a factor that cannot be neglected Another evidence stated in Tiger Airways 2010 annual report that by renewing contracts with airports, ground services, providers and other suppliers, and purchased two aircrafts from Airbus (own rather than lease), enabled Tiger Airways to further reduce operating cost. Three Future Strategies The strategies will be given according to Ansoffs product/market matrix. Source: Berger Roland., Kotler Philip., Bickhoff (2010). The Quintessence of Strategic Management. London: Springer Heigelberg. p36. Market Penetration. To Tiger Airways, it should use activities such as advertising, sales promotion to increase seat occupancy rate, which in turn will reduce the operating cost, this is the way to build strong core competencies. Market Development. It is evident in the case that market development is a suitable strategy for Tiger Airways to reduce operating cost and company development (Creedy 2001). By adding new airlines through joint ventures with other airline companies, it will give Tiger Airways have chance to benefit from advantages of other airline companies. Diversification. There are two main types of diversifications, related and unrelated diversification. Thus, To Tiger Airways, the company may use related diversification strategy to expand its business, such as to international express business. Through this strategy, the company can reduce the operating cost. References: Angwin Duncan., Cummings Stephen., Smith Chris (2007). The strategy pathfinder: core concepts and micro-cases. Oxford: Blackwell Publishing. pp121-122. Annual report (2010). Chairmans statement. http://www.tigerairways.com/news/Annual_Report_2010.pdf [Last accessed: Dec. 7th 2010] BBC (2010). Thailand red-shirts set out new conditions. http://news.bbc.co.uk/2/hi/8671991.stm [Last accessed: Dec. 7th 2010] BBC UK (2010). Are standing seats a standing joke? http://news.bbc.co.uk/2/hi/8779388.stm [Last accessed: Dec. 7th 2010] Beamish Karen., Williams John (2008). Analysis and Evaluation. Oxford: Elsevier Ltd. pp76-77 Berger Roland., Kotler Philip., Bickhoff (2010). The Quintessence of Strategic Management. London: Springer Heigelberg. p36 Caneval Ventures. Models on the dynamics of innovation. http://www.caneval.com/vision/innovation/innovation2.html [Last accessed: Dec. 7th 2010] Collis J. David., Montgomery A. Cynthia (2005). Corporate strategy: a resource-based approach. New York: McGraw-Hill. P8. Creedy, S. (2001), Tiger Airways to start Thai low-cost airline, The Australian, http://www.theaustralian.com.au/business/tiger-tostart-thai-low-cost-airline/story-e6frg8zx-1225900253006 [Last accessed: Dec. 7th 2010] Dunn Graham (2009). Low-cost carriers: Ready for battle. http://www.flightglobal.com/articles/2009/04/21/325429/low-cost-carriers-ready-for-battle.html [Last accessed: Dec. 7th 2010] IATA Training Portfolio. Cost Reduction Strategies. http://www.iata.org/training/courses/Pages/talf02.aspx [Last accessed: Dec. 7th 2010] Kourdi Jeremy (2009). Business Strategy: A Guide to Taking Your Business Forward. 2nd ed. London: Profile Books Ltd. p3. Lowson H. Robert (2002). Strategic operations management: the new competitive advantage. 1st ed. Oxon: Routledge. p57 OBrien Richard., Datta Tapan (1989). International economics and financial markets. Oxford: Oxford University Press. p165. Robinson Peter (2009). Operations Management in the Travel Industry. Oxford: CAB International. p75. Tiger Airways.com (2010). Tiger Airways to install advanced 3-D weather radar; first low-cost airline in Asia to use latest technology on A320s. http://www.tigerairways.com/news/20100616.pdf [Last accessed: Dec. 7th 2010] Wang Weijun (2007). Integration and innovation orient to e-society. New York: Springer Science+ Business Media, LLC. p57. Appendix 1: http://www.tigerairways.com/sg/en/about_us.php Appendix 2: Figure 1: Airline Market Share by Type of Carrier Note: All others is primarily regional jet carriers but may include a small percentage of scheduled charter carriers. Source: M.R. Dayton, Trends and Demand in Aviation Markets, presentation at the ATCA/FAA/Nav Canada Technical Symposium, Office of Inspector General, U.S. Department of Transportation, 2004. Appendix 3: Tiger Airways price: http://booking.tigerairways.com/skylights/cgi-bin/skylights.cgi SIA price: http://www.singaporeair.com/saa/zh_CN/Pricing/FlightCalendar.jsp

Essay --

Red Bull owner Dietrich Mateschitz commented, "The most dangerous thing for a brand is low interest." (Gschwandtner) Red Bull is currently available in over 165 countries, resulting in over 35 billion cans sold. (Red Bull) While many companies try to push their products on consumers, Mateschitz decided to take a more personal approach towards attracting consumers and influencing them to make his product stand out and become their first choice. Red Bull's owner states that most of its success came from bringing consumers to the product rather than the other way around. (Gschwandtner) With events in the industries of sport, music, art, technology and adventure, there is little the company does that is not interesting to just about everyone. Red Bull hosts or actively sponsors contests and showcases for athletes in surfing, snowboarding, skateboarding, bike riding, and free style motorcycle riding events. These events take place all over the world and can attract as many as 30 to 50 thousand spectators during the event. (Gschwandtner). This "pull" strategy (Lamb, Hair, McDaniel) makes customers attracted to the event, and the actual drink plays a more secondary role. Using different host cities allow the company to incorporate the local culture and natural resources to its benefits. In Germany, a downhill mountain bike even used an abandoned potash mine to serve as its course because of the different elements provided throughout the 2,100-foot track. (Gschwandtner) Brazil, as a second example, was the host for a B.A.S.E. jumping event that had spectators watching jumpers perform back-flips and other aerial acrobatics off of their famous "Christ the Redeemer" statue with a parachute, of course. (Gschwandtner) O the... ... conclusion, sponsoring or acting as the main host of these international events, Red Bull uses reminder advertising to keep the product fresh in the customers mind. (Lamb, Hair, McDaniel) Placing the product in any market they want to and providing slogans like "It Gives You Wings" differentiates its product from other competitors with a message of "revitalizing" your mind in addition to getting an energy jolt. Having well known athletes in events is beneficial to attracting consumers to the events, where they are given free samples. By pushing the status quo of sporting events and breaking world records, Red Bull has a message of increasing human capability while also honoring the environment. With its high market share in local and international markets, and its increasing growth, the company should keep investing in events and sponsorships to continue expanding.