The Bauhaus School of Design essays

The Bauhaus School of Design papers The Bauhaus was one of the principal schools of plan. Walter Gropius established the school in Weimar in 1919. The school was established upon the possibility that all show-stoppers, including engineering would be remembered for the schools' educational program. One of the fundamental reasons the school was established was on the grounds that the originators accepted imagination and assembling were turning into an idea in retrospect in structure at that point. The designers thought workmanship was losing its motivation in the public arena, and needed to bring back that viewpoint in the engineering field. Bauhaus had confidence in an alternate type of instructing its understudies. Utilizing handy abilities, specialties, and strategies, alongside scholarly idea were the accentuation of learning at the school. The Bauhaus had an enduring impact on expressive arts that is still felt today. Bauhaus was established on five fundamental standards: modern methods for creation and imaginative plan, group versus singular craftsman, the utilization of machines for their full potential benefit, grasping all engineering, and development. The school concentrated on an educational plan that depended on a long fundamental course (Vorkurs), which gave understudies an accentuation on structure, and a gathering of workshop courses. The objective of these goals was to overcome any barrier among craftsmanship and industry after World War I. The Weimar government didn't support the school's new spotlight on innovation, along these lines Walter Gropius chose to move the school to Dessau in 1925. In Dessau, Gropius structured the popular Bauhaus working with a mechanical look. The structure was made out of solid, steel, and a shade mass of glass that we currently perceive as the fundamental components of present day design. Previous understudies like Josef Albers, Bayer, Brandt and Breuer became productive understudies and were starting to have an effect around the world. Through structure, the Bauhaus looked for an all inclusive language of structure that would separate the boundaries strengthened by the ongoing World War 1. At that point came the start of the finish of the Bauhaus school. Gropius... <!

Sociology Research Paper Example | Topics and Well Written Essays - 500 words

Human science - Research Paper Example This paper examinations the estimation of religion in our public activity. Despite the fact that, the maker has not made any religions on the planet, he has enabled to mankind in isolating great and abhorrence. This capacity changes with people and henceforth they began to decipher things distinctively which brought about the development of various convictions lastly various religions on the planet. One of the normal components of the considerable number of religions is that every one of them work for the protection of good qualities or moral standards. No religion, either accept or advocate shameless things. Hence, for continuing great qualities in the general public all religions assume a significant job. All the religions have a love place; for Christians, it is church, for Muslims, Mosques are utilized for loving god, Hindus utilizes sanctuaries while the Jews use Synagogues as their love places. One of the basic components of these spots is that every one of these substances are places where parcel of individuals collect for the love exercises. It is where all the individuals amass for a similar goal; loving. Gigantic mingling is occurring in these sorts of spots which reinforce the social holding between the individuals. â€Å"Socialization is the procedure by which youngsters and grown-ups gain from others. We start gaining from others during the beginning of life; and the vast majority proceed with their social learning all through life†(What is the socialization procedure?) It gives the individual the aptitudes and propensities important for driving an effective public activity. A general public capacities through shared standards, mentalities, values, intentions, social jobs, images and dialects. Family, school, companionship, religion or love places and so forth are a portion of the significant mingling operators in the general public. I have a place with a Christian, people group and I can securely say that my religion has assumed a significant job in molding my character and perspectives identified with ethical quality

Victims Movement Free Essays

Victimology in its most basic structure is the investigation of the person in question or casualties of a specific guilty party (Roberson. Wallace, 2011). I feel that the Victims’ Movement has not yet arrived at its maximum capacity in light of the fact that simply like each type of law, assembly or even government there is consistently approaches to improve and to get more grounded. We will compose a custom paper test on Casualties Movement or on the other hand any comparable theme just for you Request Now Much like when we began to shape our administration it had such a significant number of defects it still today can improve. The issue is that as society changes and wrongdoing changes the laws and the framework need to change with it with the goal for things to improve. With regards to violations it isn’t simply the casualty that is influenced, everybody included is influenced including the wrongdoer and the general public. Beginning in the 1960’s casualties of wrongdoing started to chip in with a wide range of projects to help different casualties, talking on their sake and attempting to battle for rights and battling for a voice. As a result of these activities we presently have programs like Law Enforcement Assistance Administration (LEAA) which is an organization that gives assets to law implementation to build up casualty witness programs (Roberson, Wallace, 2011). The destruction in making programs like this is the financing, having the cash to pay for them. That was actually the issue in the 70’s and 80’s, insufficient subsidizing to prop them up. This is an issue for a great deal of law authorization and criminal projects. Not to be disheartened the development just began to move into particular gatherings, for example, National Coalition Against Sexual Assault, and POMC; Parents of Murdered Children. Another that we catch wind of an extraordinary arrangement still today is MADD which is Mothers Against Drunk Drivers established in 1980 by Candy Lightner whose girl was killed by an alcoholic driver (Roberson,Wallace,2011). Having these projects can be so useful to such huge numbers of individuals that it is critical to have the cash to subsidize them; this can be an issue for the individuals who need it. So what is there for us to do to guarantee that they stay accessible? Are there approaches to keep on being viable? I feel that there are approaches to guarantee that the Victims Movement arrives at its total maximum capacity and to guarantee that no one goes unnoticed that may need such projects. I feel that it is critical to have emergency courses of action and objectives to make progress. First keep on getting the word out, be the voice for the individuals who might not have their own any longer. With the MADD association there objective is to â€Å"To help the casualties of wrongdoings performed by people driving affected by liquor or medications, to help the groups of such casualties and to expand open attention to the issue of drinking and tranquilized driving (MADD. organization). † With this association they have spared almost 300,000 lives by accomplishing the work they do; by having MADD in each of the 50 states, 1,200 victims’ advocates in 48 states and 20 volunteer hotlines that help individuals all day, every day ( MADD. rg). These projects don’t consistently get cash from the administration, they regularly need to fund-raise, and they are frequently non-benefit associations, however without them casualties may have no different assets. Plan for what's to come. Having objectives to help individuals, to support the people in question and even the groups of violations like alcoholic driving or rape needs finish. They need somebody to state â€Å"OK let’s get together and make an arrangement, let’s get the same number of alcoholic drivers off the street as we can†. It takes a pioneer to get bunches moving, to have any kind of effect in such a large number of people’s lives, and it shouldn’t take a disaster to get individuals to take care of business. Get as much help as possible. Being a casualty doesn’t simply occur, these associations don’t simply occur and the Victims Movement can’t flourish with its own. These things need support; they need support from networks, the need support from society and they need support from the administration. There are times when we need laws, laws to keep individuals from having the option to perpetrate a similar wrongdoing unpunished and ready to hurt others. Law authorization offices ought to be included however much as could be expected too inside their own networks, giving help projects and promoters to help casualties or all included that have their lives always showed signs of change. These are things that can help roll out the improvements we need, the progressions we have to keep correcting the wrongs and to always have any kind of effect in the lives of such a large number of individuals. The most effective method to refer to Victims Movement, Papers

Futility and Freedom - Literature Essay Samples

In the text Nausea by Jean-Paul Sartre, the main character, Antoine Roquentin, experiences both struggles and triumphs when it comes to understanding existential philosophy. The author has been famously quoted regarding his own existential views, and his novel serves as evidence for his claims. Unlike Camus, Sartre does not express support for life being a great adventure as much as he expresses that life has no final meaning. He uses Roqs experience to prove this truth as well as demonstrate the difficulty Roq has when only understanding some existential principles rather than all of them. Since existentialism is a complicated philosophy, the struggle of not fully understanding it can be detrimental. Sisyphus is regarded as an existential hero because he is led to freedom by understanding futility and hopelessness. Roq struggles to embrace freedom amongst his hopelessness. He also is faced with the difference between essence and existence which leaves him in a state of absurdity. Ra tionalizing the irrational is just one existential principle among a myriad of paradoxes that challenges Roq. Sartre stated a truth that Man is condemned to be free which is necessary to understand because the burdening awareness of the impact of Roqs choices has led him to acknowledge the consequences of all of his actions and inactions. Roqs character also shows the truth and necessity in Sartres statement Man is a futile passion by demonstrating that the attempt to rationalize the meaninglessness of life and existence is pointless and damaging. Sartres quote that Man is condemned to be free has within itself its own paradox that suggests that freedom is burdening. Sartres quote that Man is condemned to be free has within itself its own paradox that suggests that freedom is burdening. Roq is used to exemplify that when one is completely aware of their endless freedom, the pressure that comes with that awareness is the condemning burden. This concept is beyond just the simple recognition of existence since it includes the facets of choice and freedom that can potentially add meaning to the bareness of existence itself. Salah Bakewell writes: I am whatever I choose to make of myself at every moment I am free an anxiety inseparable from human existence itself (Bakewell 34). Bakewell is suggesting that the freedom that causes so much anxiety is the freedom of not just choice, but the freedom to define oneself with every single decision one makes. Every choice will have a consequence, that no matter how small or large will a play a part in defining the essence attached to an individuals existence. Sartre uses this truth to show its crippling effect s on Roq: â€Å"I am free: there is absolutely no more reason for living Alone and free. But this freedom is rather like death (Sartre 156,157). While his total freedom makes his life meaningless since there is nothing larger than him to make the world have meaning, he also realizes that he must no longer rely on the past to define his life. Since he cannot use the past as a distraction from his absurd existence, he must learn how to live in the freedom of the present. Previously in the novel, he did not understand that all of his choices in the present have consequences. The truth that freedom is a burdening constant in life is necessary to understand for individuals to make choices in good faith. Prior to Roqs realization, he saw a strange man flash a young girl. He reflected: I wanted to stop it. It would have been good enough to cough or open the gate (Sartre 79). Although he claims that he wanted to stop the flasher, he did not. His inaction resulted in the sexaul harrassment of a young girl. If he had truly understood that what happened was a consequence of his choice, he could have prevented something awful. Although his anxiety that comes with the awareness of freedom is a crippling burden, it is also necessary in his ability to make impactful decision that he can take responsibility for. Allowing his intention to justify his inaction is living in bad faith when put into an existentialist context since action is incredibly important. This event in the book exemplifies the challenge Roq faces of trying to be fully present when there really is no present. Life is just happening, so Roq has no choice but to live confronting the absurdity of life. Instead, he lives inside his own mind making justifications in bad faith and not realizing the impact of his actions. Part of his struggle to care about the consequences of his choices comes from the truth that everything he impacts has no greater meaning. Sartres claim that Man is a futile passion is a truth si nce just as man is condemned by freedom, man is condemned by his futile passion to find meaning in a meaningless world. Sartres observation carries the two truths that one day everything Sartres claim that Man is a futile passion is a truth since just as man is condemned by freedom, man is condemned by his futile passion to find meaning in a meaningless world. Sartres observation carries the two truths that one day everything Roq does quite literally will not matter and that trying to understand the meaninglessness of existence is a damaging and trivial pursuit. When Roq is considering cities, he reflects: Vegetation has crawled for miles towards cities. It is waiting. Once the city is dead, the vegetation will cover it (Sartre 156). This reflection shows that Roq is questioning how there can be any meaning if one day everything humans build will be gone. Sartre is suggesting that it is futile to make meaning when there is an inevitability of destruction. Mans attempt to make an impact does not matter at all given the perspective of the vastness of the universe. With Roqs awareness of this truth and his eventual knowledge of the consequences of every single one of hi s actions, he is broken by the paradoxical nature of existentialism. If only one of Sartres statements were true or necessary, then existentialism would be missing the paradox that holds it in place. The metaphor of the city demonstrates Roqs understanding of time; since eventually the future becomes the present, the present is the future. Consequently, since in the future everything man built has been covered with vegetation and destroyed, Roq will join the city in its erosion into a forgotten meaningless landmark. As existence overcomes Roq, Sartre uses him to show the futility of trying to make meaning out of existence: I would so like to let myself go, forget myself, sleep. But I cant, Im suffocating: existence penetrates me everywhere (Sartre 126). His suffocation by existence is the summation of his understanding of his nausea. Once he is burdened by his awareness of the necessity and responsibility give life meaning, he begins to acknowledge the impossibleness of making meaning. As he is driven mad by meaninglessness as a concept, he struggles to separate and realize the difference between essence and existence. It panics him that things without their essence have no meaning, and if essence is just a fabrication by man to give irrational things meaning, then all meaning is fabricated. This supports that it is futile to give existence meaning since essence is meaningless because things could have been given any meaning or essence. Sartre is showing through Roq that attempting to live by the truth of this paradox may be a passion, but it will never amount to anything. This is because whether Roq decides there is or is not authentic meaning in life, he is still burdened by the awareness that every single decision he makes has an impact. Sartre brings up awareness as ever-present which suggests that trying to escape the paradoxical burdens of existentialism would be a futile effort. Out of the two truths Sartre presented, the futility of humans’ passion to make meaning and rationalize things is a more important existential mantra to understand. It is the reason Sisyphus is considered such a hero. While it is his actions that show he is accepting responsibility, he also rejects the prospect of a successful ending to his burden. He is not looking for any final meaning. By understanding the futility of making meaning out of life, he has found a freedom that is not burdening to his being. Roq unfortunately struggles with the ability to find freedom in accepting meaninglessness because he is dangerously aware of both his potential for impact and overall insignificance. If Roq could embrace existence in the way Sisyphus does, Sartre likely would have portrayed his character in a different light.

Educational Autobiography Prelude A Interview With Two...

Educational Autobiography Prelude I completed an educational interview with two age group of people. The first age group was 71 years of age and the second age group was 55 years of age. During my interview, I asked each individual several questions concerning their educational experience. ïÆ'Ëœ First age group (71 years of age): During my interview, I asked Mrs. P what was the curriculum like during her school years (I didn’t give her a specific time period. I asked her to tell me any information that she could remember.)? Mrs. P stated, â€Å"the curriculum consisted of four basic subject which included: English, Math, Science, and History. They were offered extra curriculum activities such as: football, basketball, track and field, baseball/softball, band, choral, music, and home economics.† Only one test was required upon graduating high school, no credit hours were offered during this time. Mrs. P described the facilities as very old and ruined down. The buildings were very dusty including the desks in which they provided for the students. Sometimes when it rained, the floors would be wet from the leaks in the buildings. The academic school year started in September (the Tuesday after Labor Day) through May (school ended the third week in May). Mrs. P graduated high school and she obtained a Bachelor’s Degree at Jackson State University. During grade school years there were about 32 students in a class and 210 students in Mrs. P graduating class. She described school asShow MoreRelatedwisdom,humor and faith19596 Words   |  79 PagesContents (with links) Walter G. Moss 1 Table of Contents (with links) 1 Wisdom, Perspective, and Values 2 Humor’s Contribution to Wisdom 4 Humor and Wisdom in Europe: Some Highlights 5 Renaissance Humor: Erasmus, Rabelais, Cervantes, Shakespeare 5 Two European Russians: Anton Chekhov and Vladimir Soloviev 9 Reflections on Humor from Nietzsche to the Theatre of the Absurd 12 Humor and Wisdom in the United States: Lincoln, Beecher, Twain, Sandburg, and Buchwald 17 From The Times (of London) obituaryRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesAmerica Joanne Meyerowitz, ed., History and September 11th John McMillian and Paul Buhle, eds., The New Left Revisited David M. Scobey, Empire City: The Making and Meaning of the New York City Landscape Gerda Lerner, Fireweed: A Political Autobiography Allida M. Black, ed., Modern American Queer History Eric Sandweiss, St. Louis: The Evolution of an American Urban Landscape Sam Wineburg, Historical Thinking and Other Unnatural Acts: Charting the Future of Teaching the Past Sharon Hartman

International And Business-to-Business Marketing Essay

International And Business-to-Business Marketing Business markets are markets for products and services, local to international, bought by businesses, government bodies, and institutions, for incorporation, for consumption, for use, or for resale.[1] In business marketing, the customers are organisations, (businesses, governments, and institutions). An organisation is a group of people pursuing a common aim through co-ordinated activities, organisations are characterised by structure, activity and goals.[2] The search for improved quality and superior performance has spawned a significant shift in the purchasing practices. To develop profitable relationships with organisational customers,†¦show more content†¦BTs specifications are precise therefore more emphasis would be placed on personal selling, guided by long term-relationship. For example, BTs revenue from CRM-related business was  £778 million at the end of the last financial year. This equates to approximately 25% of BTs addressable CRM market in the UK. BT estimates annual revenue of more than  £2 billion from CRM by 2005. Supply chain management is a strategic technique that links the manufacturers operations with those of all its suppliers and its key intermediaries and customers. The approach is endorsed by BT and Siebel, both companies seeks to integrate the relationships and operations of both immediate, first tier suppliers, and those several tiers back in the supply chain, in order to assist second, third , and fourth-tier suppliers in meeting requirements like quality, delivery, and the timely exchange of information. They also solicit ideas from key suppliers and involve them directly in the new product development process. By managing supply chain costs and linking supplier capabilities to new product development, the purchasing function is advancing corporate performance in many organisations. 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Business Strategy Evaluation free essay sample

Its fight to survive in the early 1990s saw the airline restyle itself to become Europe’s first low fares, no frills carrier†¦The new formula effected a turnaround in the fortunes of the company, and by 1997, the company was floated in an IPO on the Dublin Stock Exchange and on Nasdaq†¦In 2002, the company was admitted to the Nasdaq-100† (Johnson et al. , 2005, p. 834). 1. 0 Introduction When you hear the name Ryan Air two things come to mind: the no-frills airline and its flamboyant CEO, Michael O’Leary. The story of rise and glory of Ryan Air is also the story of rise and glory of its CEO. How did Michael O’Leary transform Ryan Air, a loss-making airline to a profitable and Europe’s largest low fare airline? This report will try to answer this question. More importantly it will also analyse in detail what strategy Michael O’Leary applied to achieve this great feat. We will write a custom essay sample on Business Strategy Evaluation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Critical evaluation of the strategy Ryan Air applied will highlight the strategy paradigm it followed based on the strategic models of Porter’s five forces. It also aims to investigate the internal environment (strengths and weaknesses) and external environment (opportunities and threats) of Ryanair in the 21st century. This report will also take us through the challenges aviation as a whole faces in the 21st century and Ryan Air in particular as it learns from the challenges it faced and success it had through it’s competitive advantages. This report concludes with some observations on strategies Ryan Air developed and applied, and the future course of action it will probably follow to maintain its winning ways. Ryan Air will hereafter be referred to in one word ‘Ryanair’ as it is the more common usage in the public domain. 1. 1 Airline Industry: Two Major Trends A ‘full-service’ airline like British Airways (BA) or Aer Lingus is designed to serve passengers from almost any place, that is, point A to any destination, that is, point B. They employ a ‘hub-and-spoke’ system centred on major strategically positioned airports and/or countries to reach many as well as distant destinations and serve passengers with connecting flights. They attract passengers who desire more comfort by serving them with first-class or business-class service. They treat such passengers with a wide variety of facilities at air-ports and on onboard to ensure their comfort and interests. At air-ports they accommodate them in luxury lounges and onboard they treat them with in-flight entertainments. They also assist their passengers with flight connections and baggage transfer facilities. Full-service airlines serve in-flight meals to their passengers as most of these flights involve long distance travel covering many hours. Passengers who travel in First-class and Business-class pay high amount for their tickets in comparison to those travelling in other classes. These passengers are often called as Economy-class passengers. They, however, get services mentioned above but of a lesser degree/choice and comfort. Full-service airlines have routes and destinations that are long as well as short and sometimes with multiple points in a single journey known as stop-over. British Airways, for example may fly to Beijing with a stop-over in Mumbai or Hong Kong. No-frills airlines, in contrast, tailor all its activities to deliver low-cost, convenient service on its particular type of route. Their fast turnarounds enable them to keep aircrafts flying for longer hours than full-service airlines and enhance frequent departure plans with fewer aircrafts. They do not offer meals, assigned seats, interline baggage checking, or premium classes of service. They more often than not engage in e-ticketing which helps them bypass travel agents and hence save commissions to them and other administrative costs of staff and documenting, etc. No-frills airlines purchase fleets of aircrafts that are standard size and custom made for their short-haul journeys with little extras other than the basics required for safety and security enabling them to benefit a huge cut in price unit of aircraft procured. No-frills airlines’ strategy is to attract customers/passengers by providing them alternative travel facilities to what is provided by full-service airlines at a low cost and make profit for them by removing carefully extra expenses and by maximum use of aircrafts and services at their disposal. Ryanair is a no-frills low fare airline in its most accomplished form. 2. 0 Ryanair-The â€Å"Southwest† of European Airlines 2. 1 History Ryanair was founded in 1985(www. ryanair. com) as an alternative to the existing carrier Aer Lingus especially to serve Irish migrants who are in the British Isles. It was launched as a full-service conventional airline (Johnson et al. , 2005, p. 834). When it struggled to make profit transformation and new strategic approach became a necessity to survive. Change and new strategic positioning were introduced. It followed the example of the Southwest airline of Texas, USA. â€Å"Southwest Airlines Company, for example, offers short-haul, low-cost, point-to-point service between midsize cities and secondary airports in large cities. Southwest avoids large airports and does not fly great distances. Its customers include business travellers, families and students. . Southwest’s frequent departures and low fares attract price-sensitive customers who otherwise would travel by bus or car, and convenience-oriented travellers who would choose a full-service airline on other routes† (Susan 2002, p. 77). 3. 1 Strategic Positioning Strategy, according to Chandler is (Chandler, 1962 cited in Segal-Horn Susan 2002, p. 11) 2the determination of the basic long-term goals and objectives of an enterprise and the adoption of courses of action and the allocation of resources necessary for those goals. Ryanair, in the face of failure, took a new course of action. It survived and grew in its sector in spite of problems. 3. 2 Ryanair’s Objective Ryanair’s objective is to firmly establish itself as Europe’s leading Low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies in order to make profit, for true strategy â€Å"is the direction and scope of an rganization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations† (Johnson et al. , 2005, p. 9). Ryanair, with its new beginning in the 1990s as Europe’s first low fare airline initiated a multidimensional marketing strategy to face off stiff competition it had from other airlines. In 1997, Ryanair gained competitive position in the airline market as it overtook Aer Lingus as the number one carrier on flights between the Republic of Ireland and the UK (Johnson et al. , 2005, p. 35). Time factor was used as a strategy as it maintained its position as the most punctual airline between Dublin and London. Because of innovations and new strategies Ryanair, (according to www. ryanair. com) has become the third largest airline in Europe in terms of passenger numbers and by 2005 it had 600 scheduled short-haul flights per day serving 107 locations throughout Europe, including 24 in the U. K. served by a fleet of 90 aircrafts most of them Boeing 737-200 and 800 (http://sec. edgar-online. com-Ryanair) Ryanair Passenger Growth in Millions (www. ryanair. com) 3. 3 Critical Success Factors In order to position itself in the market and continue to grow Ryanair drew up a passenger charter in 2003(Johnson et al. , 2005, pp. 838-839) among the key factors highlighted lowest fare was a priority. Michael O’Leary took it up as a challenge. At the same time they concentrated on making profits. They aimed at having point-to-point short-haul flights (The goal of Ryan air is to meet the needs of travelling at the lowest price. The Critical success factors (CSF) Ryanair followed are: the lowest prices, reliability, comfort and service, and frequency. 4. 0 Porter’s Principles and Ryanair 4. Cost Reduction Strategy Ryanair’s low fares are designed to stimulate demand. Like all low-fare airlines Ryanair kept its price low targeting fare-conscious leisure and business travellers who might otherwise have used alternative forms of transportation or would not have travelled at all. According to Michael O’Leary (Johnson et al. , 2005, pp. 843) â€Å"Any fool c an sell low airfares and lose money. The difficult bit is to sell the lowest airfares and make profits†. To achieve its goal of having competitive positioning the airline market, Ryanair uses a cost reduction strategy. Cost reduction strategy relies on five main aspects like fleet commonality, contracting out services, airport charges and route policies (judiciously chose secondary regional airports, made special deals), managed staff costs and productivity (modest salary but performance related pay structure/incentives) and managed marketing costs (Johnson et al. , 2005). Ryanair used its website to its fullness for advertisement, even the aircrafts it flew were used for promotional purposes. Television, print media are some other mediums used for promoting Ryanair. 4. 2. Five different generic Strategies (Porter Five Forces) Ryanair practised the generic competitive strategies proposed by Porter (1980). The best applied among them are cost leadership and differentiation. â€Å"The three generic strategies differ in dimensions other than the functional differences†¦. also imply differing organizational arrangements, control procedures, and inventive systems†¦. , sustained commitment to one of the strategies as the primary target is usually necessary to achieve success† (Porter, 1980, p. 40). Ryanair applied Porter’s Generic Strategy to position itself in the market place. According to Porters, a company positions itself by leveraging its strengths. Organization use generic strategies to competitively and effectively adapt to the situation in the marketplace to enhance their competitiveness. Cost leadership, differentiation, focused cost leadership, integrated cost leadership/differentiation help the company to establish and obtain competitive advantage within a particular competitive scope. By applying these strategies three generic strategies resulted: cost leadership, differentiation, and focus (Johnson et al, 2008). The strategies used by the company include cost leadership, differentiation strategy and focused differentiation 4. 2. i Cost leadership According to Porter (1980, pp. 35-36), â€Å"Having a low cost position yields the firm above-average returns in its industry despite the presence of strong competitive forces. Its cost position gives the firm a defence against rivalry from competitors†¦A low cost position defends the firm against powerful buyers because buyers can exert power only to drive down prices to the level of the next most efficient competitor†. Ryanair always targeted to apply the lowest fare and even match competitor’s special offers (Johnson et al. , 2008, p. 839). This low price strategy kept its main rivals like easyJet at arms length. 4. 2. ii Differentiation Differentiation is based upon persuading customers that a product is superior to that offered by competitors. Differentiation guards against other competitors because of brand loyalty (Porter, 1980). Most of the low-fare airlines take great initiative to pay attention to the price factor and forget the other two. Ryanair showed their differentiation by equally emphasizing all three elements. Ryanair eliminated extras such as in-flight meals, advanced seat assignment, free drinks and other services. It still prioritises features which remain important to its target market such features include frequent departures, advance reservations, baggage handling and on-time services. 4. 2. iii Focus-differentiation Through focus-differentiation strategy Ryanair aimed at a segment of the market and targeted it with consistency. Again the risk included is imitation by competitors and changes in the target segments, i. e. area or people in the case of Ryanair. Ryanair utilized all three generic strategies. First they offered the lowest fare than their competitors; it also became focused by targeting a narrow segment which included Irish and UK business people or travellers who could not afford to fly major airlines frequently. The main goal was to stimulate demand by offering no-frills service with low fare. As passenger got attracted it took big market share and became leader by offering lowest fare in the market. This strategy was more prominent when Ryanair expanded to Continental Europe. Low fare and no-frills strategy helped it survive in the industry and repositioned itself as a low cost airline. Ryanair did not, as per Porter’s definitions, define its strategies distinctively in the first place. That was because it was the only player in the market. But when the niche market got saturated and competitors invaded the market it fought hard clearly establishing its strategic position by identifying itself. Initially it was trying to mix both focus and cost but soon it was forced to concentrate on one generic strategy as Porter himself recommends, â€Å"The three generic strategies differ in dimensions other than the functional differences†¦. lso imply differing organizational arrangements, control procedures, and inventive systems†¦. , sustained commitment to one of the strategies as the primary target is usually necessary to achieve success† (Porter, 1980, p. 40). Ryanair finally concentrated ruthlessly on cost leadership. This was a success and by 1997, Ryanair was floated on the Dublin Stock Exchange and on NASDAQ (Johnson et al. , 2008, p. 834). 4. 3 Expansion Strategy: Another factor that was paid attention was expansion of its routes to position itself in the market place. Under this strategy it acquired Buzz in February 26, 2003. Took advantage of its 11 routes and service of pilots, and made it the largest airline based in Stansted airport. In 2003 alone it opened up 73 new routes and carried over 2 million passengers in one month (July) a record at that time. The company’s website enabled it to position itself in the global market. 5. Strategic Options Strategic Positions 5. 1 Strategic Options-TQM The case study on Ryanair (Johnson et al. , 2008, pp. 832-852) highlights problems and issues faced by the airline despite strategies. One of the problems was handling customers, that is, target market. Another problem was assuring quality services. To solve this company had to adopt Total quality management (TQM). Competition in aviation industry is challenging and brisk and companies seek for strategic options that can be used to satisfy internal and external customers. TQM through its extensive strategic management procedures would keep them in the competitive business world. Customers will be satisfied and the company will maintain and expand its market share. The Total Quality Management system is customer-oriented. Hence the airline operations must be developed in order to steadily deal with the improvement of their operation through the ongoing participation of all employees in problem solving across the functional and hierarchical boundaries. To apply TQM in its fullness and bring out the desired result Ryan air management of the airline must fully accept the whole concept of the improvement, which means that all the people of the airline company must agree that there is a need for a total transformation especially for the quality of operations and services that are offered. Customer satisfaction should be the driving force and criteria for TQM and Managers who apply it. 5. 2 Strategic Positions Most of the time there is misleading perceptions regarding Strategic positions (Susan, 2002). The root of the problem emanates from the failure to distinguish between Operational Effectiveness and Strategy. According to Porter (Susan, 2002, p. 74) â€Å"Operational effectiveness(OE) means performing similar activities better than rivals perform them†¦strategic positioning means performing different activities from rivals’ or performing similar activities in different ways†. Operational effectiveness, and therefore, customer satisfaction can be achieved by programmes such as TQM. Ryanair had operational effectiveness in fine tuning their performances in many ways including TQM. However these measures alone would not bring superiority over competitors. The most common reason is imitation by competitors. â€Å"Competitors can quickly imitate management techniques, new technologies, input improvements, and superior ways of meeting customers’ needs. The most generic solutions- those that can be used in multiple settings- diffuse the fastest† (Susan, 2002, p. 6). Moreover, operational effectiveness if done without due diligence can make rivals look alike. â€Å"The more benchmarking companies do, the more they look alike. The more that rivals outsource activities to efficient third parties (often the same ones), the more generic those activities become. As rivals imitate one another’s improvements in quality, cycle times, or supplier par tnerships, strategies converge and competition becomes a series of races down identical paths that no one can win† (Susan, 2002, p. 7). Ryanair positioned itself differently from other airlines by being no-frill and low-fare airline and it strategically positioned itself from other no-frills airlines by its unique ways of operating. Lowest price, than anybody else than what others could pay, for example was one of such activity. 5. 3 Competitive Strategy â€Å"Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value†, says Porter (Susan, 2002, p. 77). Ryanair, for example, offers short-haul, point-to-point service, from secondary and regional airports connecting second class cities, which helps it reduce operational costs and save time as these airports are less congested, turnaround becomes quick and it enhances higher rates of on-time departures (Johnson et al. , 2005, p. 844). One interesting aspect of business models is how difficult it is for others to imitate them. Many airlines have tried to emulate Ryanairs low cost approach. Most of their attempts have not fared well. Copying the Ryanair model apparently creates too many conflicts with the airlines established business model. Cost leadership and Cost differentiation gave Ryanair very high advantage over others. Being the leader in the market also kept them always ahead of others. 5. 4 Competitive Advantage One of the major investment costs for airlines is aircraft procurement and their maintenance. Ryanair effectively managed it by restricting itself to one main make of aircraft, Boeing and model 737-200 and 737-800, two variants of it. Their resources were used in a focused way as they could save expenses by reducing the number of engineers and other skilled workers, including pilots. By contracting out services of aircrafts to third parties they concentrated on their main service area: serving passengers. At the same time they retained quality of services and maintenance of aircrafts by keeping trained engineers at sensitive stages of this process. Ryanair was the first European low-fare airline. Being first in had the advantage of leading the way and opportunity to be first in all strategies that go with it. According to Jay Barney (De Wit and Meyer, 2004, p. 286), â€Å"A firm is said to have competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors†. Being the oldest low-cost carrier in Europe, Ryanair had some advantages over its competitors. For one thing, it had the advantage of experience, and secondly, its brand enjoyed good recognition. However, after the deregulation of air travel in Europe in the late 1990s, a number of start-up airlines came up in the low-cost market. Notable among the competitors was easyJet, the discount airline set up in 1995 by Greek shipping magnate, Stelios Haji-Iaonnou. easyJet was based in Londons Luton airport and competed on some of the same routes as Ryanair (Gerry Johnson et al. , 2005, pp. 849). In 2002, with the takeover of Go, easyJet beat Ryanair to the top position as the biggest low-cost airline in Europe. OLeary declared that Ryanair would soon bounce back to reclaim its number one position. Although Ryanair and easyJet both operated in the low-cost segment and had similar operational models, there were some inherent differences between the two airlines. Besides, Ryanair made a major portion of its profits by flying to secondary airports which were a long distance away from the main cities while easyJets operated from major cities and prime airports which made operational costs very high for them. 5. 5 Strategic Capability In order to increase its market share and profit Ryan air in 2003 acquired Buzz, the loss-making subsidiary of KLM. The acquisition helped in many ways; increased its service routes, it got a high volume of passengers, more significantly Ryanair had more pilots as a result of this acquisition. It took away a potential competitor from the market enabling it to consolidate more in its service and make more profit. At the time of the purchase deal Buzz was going through a rough patch in its operations and as a result Ryanair got it almost for nothing (Johnson et al. , 2005, pp. 840). Ryanair had a robust aircraft procurement policy. First of all it had taken the bold decision to stick to one type of aircraft, Boeing 737. As Ryanair ordered high volume of aircrafts it was in an advantageous position to bargain with manufacturers and bring down the cost per unit of aircraft. It bought most of its planes in the years that followed the 9/11 disaster when airline industry was in total decline and manufacturers were struggling to sell planes. Ryanair took full advantage of the windfall. As a result of this massive acquisition Ryanair was left with a large fleet of modern and new aircrafts. Most of them were always operationally ready. Maintenance cost was at its minimum and it will continue to be like that for many more years. Operational cost per passenger came down dramatically enabling it to make huge profits. Other competitors who on the other hand had a fleet of mixed aircrafts had lot of costs. EasyJet, for example, had to spend a lot more to train its pilots for its aircrafts various types and making. Ryanair controlled its promotional and advertising costs to very minimum. It used its website, newspapers and televisions for advertising. Even the externals of aircrafts were used for advertising purposes. In January 2000, Ryanair launched its www. ryanair. com website. Money which was spent on office staff and agents’ commission were saved. Ryanair did 95 percent of its bookings through its website saving millions of pounds for the company (Johnson et al. 2005, pp. 845). 6. 0 Conclusion Ryanair has made a big turnaround after its re-launch as no-frills airline. Since then it has made profit upon profit and gave good customer service to passengers. (www. ryaniair. com) It is known for its on-time departure records as well as maximum use of flying hours per aircraft. All these factors brought in good dividend to the company and its stakeholders. In spite of all these, Ryanair had faced challenges in the last ten years. Especially in 2004 it had lost it stock market value (Johnson et al. , 2005, pp. 832-834). It lost too many court cases and a huge amount was paid as fine and compensation after losing court battles and paying up grieving customers. Ryanair came often into conflict with European Union (Johnson et al 2005, pp. 834). Its efforts to buy archrival Aer Lingus was rebuked; Ryanair’s most successful and high profile CEO, who is praised in most quarters of airline industry for his extraordinary achievement, is the talking point in the corridors of power for not so praiseworthy reasons. He is made a public debate, becoming at the same â€Å"arrogant pig† and â€Å"messiah† (Johnson et al. 2005, pp. 852). A commendable job done is marred by the way The CEO comes across in the public. Observations Ryanair is strategically positioned to continue to grow and make profits. However, macroenvirornmental situations may slow down this upward growth. Strategies which will bring in more synergies such as reducing number of flights from locations where seat filling is less by better coordination and consolidation of external and extra activities will help in this sluggish time. An important concern for the whole airline industry at the moment is the rising price of fuel. A price hike which does not show any end in sight has been set off by issues that are beyond the sphere of the industry. Ryanair has to become more customer friendly and environmentally responsible airline. It needs to draw up yet another strategic plan for the future where sustainable management and sustainable strategy can be put into operation. Ryanair needs a â€Å"sustainable strategic management (SSM)†¦strategic management process that are economically competitive, socially responsible, and in balance with the cycles of nature† (Stead and Stead, 2006, p. 36). Given the complexity of today’s business environment, it is imperative for strategic managers to develop environmental scanning cultures within their organizations. Determining environmental opportunities and threats should result from the collective wisdom of the firm’s stakeholders. Successful sustainable strategic management requires that opportunities and threats be identified, and it requires that they be analyzed in terms of the underlying assumptions on which they are based†.