It's a personal statement to apply a graduate or phd of economics

It's a to apply a graduate or phd of economics major. (2 pages, around 750) - Personal Statement Example Being an international student, I want to learn more and study in an international university to be successful. I read â€Å"The Wealth of Nations† when I was in high school in Shanghai, China. From that time, I have studied a number of other books and have realized the importance of economics not only in our daily life but in the overall system. By studying this book, I analyzed why some people are poor and some are rich and several other secrets of life. This was just the first book that I read on the subject of Economics and from then, I have read a number of books related to economics, Macroeconomics, Microeconomics, Econometrics, Environmental Economics, Economic Issues in China, Developmental of economics and several others. I love economics but this does not mean I have not valued other subjects. I like different subjects such as Mathematics, Philosophy, Law, Politics, Arts, History, Aesthetics and Sociology. I have studied different subjects throughout my academic career such as Western Art, History, Eastern and Western Civilization, Psychology, Music Appreciation and Theatre Appreciation. I am very good with subjects related to mathematics as well. When it comes to calculations I believe I am a champion. I have also studied different subjects in the domain of mathematics such as; Probability, Statics, Linear Algebra, Real Analysis and Geometry. Besides my academic career and studies, I have been a very popular and social person. I have been involved with different clubs and groups and this has helped in increasing my confidence and communication skills. I am an Executive Board Officer of KU Chinese Student’s Book Club. The aim of our club is to create awareness and enhance the knowledge regarding international affairs, western civilization and other important international issues that can help students in their professional life. The club focuses a

STRATEGIC MANAGEMENT Case Study Example | Topics and Well Written Essays - 1000 words

STRATEGIC MANAGEMENT - Case Study Example For example, Gupta et al. (2009) gave example of intellectual capital in research & development division of pharmaceutical companies as the core competency which can not only be copied easily by competitors but also being developed over the course of long period. In such context, core competencies of Microsoft Corp can also be understood in context to core competency model proposed by Prahalad and Hamel (1990). According to the Microsoft case presented by Hitt, Ireland and Hoskisson (2012), from the foundation of the company in 1975, Microsoft Corp always strive for getting the â€Å"first mover† advantage by continuously innovating with product application and design. It is evident from the research works of Gupta and Dwivedi (2012) and Edgar and Lockwood (2012) that core competence is a customer driven approach and providing value to customers should be integrated with core competency models. Now, the question may arise that is it possible for all products of Microsoft Corp to have at least one core competency? For answering this question, study of the product portfolio performance of Microsoft Corp will be conducted. However, there is not much scope to do, the limitations being the lack of time and resource. To overcome such difficulties, the report will use case study of Hitt, Ireland and Hoskisson (2012) in order to understand key core competencies of Microsoft. Product portfolio of Microsoft Corp can be segregated into seven segments such as Windows, Business Solutions, Xbox Game Console and Entertainment, Developer Tools, MSN, web browser and Servers, mobile solutions (Hitt, Ireland and Hoskisson, 2012). For example, Windows and windows live segment accompanies by Windows Operating System (OS), Internet Explorer etc are highest revenue earner for the company. On the other hand, business division segments of Microsoft accompanied by Dynamics ERP, Microsoft Office, CRM, Office Web etc are second largest revenue earner for the company (Hitt, Ireland and Hoskisson, 2012). Interesting fact is that, Microsoft has acquired more than 80% of market share in the field of operating system and business division which show that the company has successfully integrated its technological core competencies in order to achieve market leadership. Microsoft is even performing well in the field of Entertainment & Gaming Solution with the help of its product portfolios like Xbox, Zune digital music platform, Windows phone and successfully defending its market share (Hitt, Ireland and Hoskisson, 2012). However, same cannot be said for online service division of Microsoft such as Bing search engines which has incurred consecutive operational profit loss due to unequal revenue distribution right agreement with Yahoo. Drejer (2002) and Clulow, Gerstman and Barry (2003) stated that core competencies can be achieved by deploying internal resources such strong intellectual capital, financial resources, technological capabilities, efficient human resourc e, marketing expertise, strong supplier relationship etc. In such context, Prahalad and Hamel (1990) stated that core competence gets enhanced with the use and sharing while other capabilities might get reduced with extensive use. Microsoft is still struggling to compete with Smartphone and technology companies like Samsung, Apple and existing competency of Microsoft is not helping them

The cornerstones of character Essay Example for Free

The cornerstones of character Essay Challenges are the cornerstones of character. They are natural parts of life that not only support change, but they also strengthen the mold of which we are made. Of the many forms challenges that appear, two challenges (one of which is inevitable and the other that is self-imposed) do their parts to alter who we are for the better. Though a natural part of life, death, in any form, evokes and arouses many conflicting emotions. Experiencing my grandmother’s death at the age of sixteen marked the first time I attended a funeral. The fact that it was the funeral of someone very dear to me made my first attendance extremely difficult. The black dresses and solemn looks mirrored the emotions I felt inside. The beautiful remarks about my grandmother did little to comfort me or provide supplement for the inner loss I felt. Moreover, knowing I had to let go continuously battled the potent feeling of not wanting to let go. While old enough to realize that death is a natural end to life that must come at some point, I was also cognizant of the fact that death had marked an end to a very valuable friendship. My grandmother was the epitome of wisdom. Though her words of wisdom will forever resonate in my mind, I will deeply continue to miss her reassuring voice and still harbor a bit of resentment towards death for permanently depriving me of time in the future that I could have spent listening and learning from more of her valuable advice. One lesson learned from my grandmother’s death is to seize and savor each present moment. A newspaper article said that the present is so appropriately named because it is a â€Å"gift†. Gifts are meant to provide pleasure on more than one occasion. Thus, I have learned to assume and appreciate the times with my grandmother as invaluable and lasting sentiments. Approximately one year after my grandmother’s death, my idol and role model announced that life was too hard for him to continue. Working full time and attending medical school proved to be too challenging for my brother. He would go to classes during the day, take short naps, and whisk off to his night job. Though his goals were noble and definitely attainable, my brother failed to recognize his limits. Going to class required usage from the mental power source, for which a couple of hours of sleep could not replenish. The job required more mental effort as well as physical effort. As a result of his self-imposed ideals, my brother reached a point of exhaustion that threatened his logic and life. Between the two demands, my brother cracked under the pressure. He had simply stretched himself too thin. Witnessing my brother’s breakdown taught me that having high goals is acceptable, but that reasonable planning to reach those goals is just as important. When pursued logically and strategically, high goals will still challenge, but they will also prompt growth. On the other hand, pursuing elevated goals irrationally results in unnecessary stress, which results in a despondent state of mind and eventually death. Though one goal takes precedence over the other, my brother did not have to completely abandon one for the sake of the other. School was definitely a priority that could not be compromised. On the other hand, his job could have been part-time instead of full-time. Obviously, my brother was not going to make a sufficient amount of money working his current job; therefore, the number of hours were not as important as school. By continuing to pursue school as a full-time endeavor and reducing his work hours, my brother found a functional medium that allowed him to better balance both endeavors. Life is a gift of challenges that condition and a reward that serve as reminders. The challenges are there to strengthen us and aid in our growth to become better individuals. In addition, those challenges help us to recognize and appreciate the rewards. Though each serves in a different capacity, both should be taken with great care. Without either, we would be stuck in a stagnant pool of convenience surrounded by false senses of hope and security.

Merger between Air India and Indian Airlines

Merger between Air India and Indian Airlines INDIAN AIRLINES The erstwhile Indian Airlines Limited or currently known as Indian, was Indias first state owned domestic airline. Indian Airlines was set up under the aegis of federal Union Ministry of Civil Aviation and based in New Delhi. Its main bases were the international airports in Chennai, Mumbai, Kolkata and New Delhi. It has now been merged with Air India for corporate purposes, though for now, continues to issue its own tickets. .Indian Airlines came into being with the enactment of the Air Corporations Act, 1953. It was renamed Indian on December 7, 2005. Indian Airlines started its operations from 1st August, 1953, with a fleet of 99 aircraft and was the outcome of the merger of seven former independent airlines, namely Deccan Airways, Airways-India, Bharat Airways, Himalayan Aviation, Kalinga Air Lines, Indian National Airways and Air Services of India. The year 1964 saw the Indian Airlines moving into the jet era with the introduction of Caravelle aircraft into its fleet followed by Boeing 737-200 in the early 1970. Along with its wholly owned subsidiary Alliance Air, it flies a fleet of 70 aircraft including Airbus A300, Airbus A320, Airbus A319, Boeing 737, Dornier Do-228, ATR-4, Airbus A319, A320 A321. Along with Indian cities, it flies to many foreign destinations which include Kuwait, Singapore, Oman, UAE, Qatar, Bahrain, Thailand, Singapore, Malaysia, and Myanmar besides Pakistan, Afghanistan, Nep al, Bangladesh, Sri Lanka and Maldives. Indian Airlines Flight free run over the Indian skies ended with the entry of private carriers after the liberalization of the Indian economy in the early 1990s when many private airlines like Jet Airways, Air Sahara, East-West Airlines and ModiLuft entered the fray. The entry of low-cost airlines like Air Deccan, Kingfisher Airlines and Spice Jet has revolutionized the Indian aviation scenario. Indian has been a pioneer in the aviation scene in India. It was the first airline in India to introduce the wide-bodied A300 aircraft on the domestic network, the fly-by-wire A320, walk in flights and easy fares. It flies to 76 destinations 58 within India and 18 abroad. It has a total employee strength of around 19,300 employees along with Alliance Air and carries over 7.5 million passengers annually, along with Alliance Air. The main base of the Indian airlines are Chatrapati Shivaji International Airport, Mumbai; Indira Gandhi International Airport, Delhi; Netaji Subhash Chandra Bose International Airport, Kolkata; Chennai International Airport, Chenna i. After being granted permission from the Government of India, on 15 July 2007, Indian Airlines and Air India merged and started to operate as a single entity. Post-merger the new airline will be renamed as Air India. This new airline is also a member of the Star Alliance, the largest airline alliance. The government allowed the formation of a few new limited service airlines in the 1970s: Air Works India, Huns Air, and Golden sun Aviation. None of them had long life spans. Around 1979, IAC dropped the word Corporation from its name. Britains Financial Times described Indian Airlines as the worlds third largest domestic carrier in the mid-1980s. With business growing at better than ten percent a year, it was increasing its capacity as part of a plan to merge Indian Airlines with Air-India, the states international carrier, two leading young industrialists were appointed to chair the boards of the two companies in autumn 1986. Neither these plans nor the new chairmen lasted very long. In 1987, Indian Airlines carried 10 million passengers and earned a profit of Rs630 million ($48 million). However, the quality of its service was facing criticism, to be heightened by the coming entry of new carriers into the market. Amalgamation of Air India Limited and Indian Airlines Limited with National Aviation Company of India Limited The Government of India, on 1 March 2007, approved the merger of Air India and Indian Airlines. Consequent to the above, a new Company viz National Aviation Company of India Limited (NACIL) was incorporated under the Companies Act, 1956 on 30 March 2007 with its Registered Office at Airlines House, 113 Gurudwara Rakabganj Road, New Delhi. The Certificate to Commence Business was obtained on 14 May 2007. SCHEME OF AMALGAMATION UNDER SECTIONS 391-394 OF THE COMPANIES ACT 1956 For the amalgamation of AIR INDIA Ltd. (Transferor No 1 Company) and INDIAN AIRLINES Ltd. (Transferor No 2 Company) with NATIONAL AVIATION COMPANY of India ltd. (Transferee Company) whereas, National Aviation Company of India Limited (the Transferee Company) is a Company incorporated under the Companies Act 1956, having its registered office at Airlines House, 113 Gurudwara Rakabganj Road, New Delhi 110 001. National Aviation Company of India Limited is a Government Company within the meaning of Section 617 of the Companies Act, 1956 and is under the administrative control of the Ministry of Civil Aviation. National Aviation Company of India Limited has been established as a Government Company to be engaged in the business as an airline for providing air transport and allied services. This Scheme proposes the amalgamation of AI and IA in the Transferee Company, which would result in consolidation of the business of all in one entity (i.e. National Aviation Company of India Limited, the Transferee Company). (a) The Scheme proposes to amalgamate each of the Transferor Companies (viz AI and IA ) with the Transferee Company (viz. National Aviation Company of India Limited). SHARE CAPITAL 2.1.1 As per the latest audited accounts on March 31, 2006 the capital structure of the Transferor Companies is as under: A. Transferor Company No 1 AIR INDIA AUTHORIZED SHARE CAPITAL AMOUNT 42, 56, 36,820 Equity Shares of Rs. 10 each Rs. 425, 66, 38,200/- 74, 36,318 Redeemable Preference Shares Rs. 100 each Rs. 74, 36, 31,800/- Total Rs. 500, 00, 00,000/- ISSUED, SUBSCRIBED PAID-UP SHARE CAPITAL AMOUNT 15, 38, 36,427 Equity shares of Rs. 10 each fully paid Rs. 153, 83, 64,270/- As on April 1, 2007 the Authorized Capital, the Issued, Subscribed and Paid up Share Capital of AI remains the same. B. Transferor Company No 2 INDIAN AIRLINES AUTHORIZED SHARE CAPITAL AMOUNT 94, 99, 58,200 Equity Shares of Rs. 10 each Rs. 949, 95, 82,000/- 50, 04,180 Redeemable Preference Shares Rs.100 each Rs. 50, 04, 18,000/- Total Rs. 1000, 00, 00,000/- ISSUED, SUBSCRIBED PAID-UP SHARE CAPITAL AMOUNT 43, 21, 36,489 Equity shares of Rs. 10 each fully paid Rs. 432, 13, 64,890/- As on April 1, 2007 the Authorized Capital, the Issued Subscribed and Paid up Share Capital of IA remains the same As on April 1, 2007 the capital structure of the Transferee Company is as under: Transferee Company National Aviation Company of India Limited (NACIL) AUTHORIZED SHARE CAPITAL AMOUNT 50,000 Equity Shares of Rs. 10 each Rs. 5, 00,000/- ISSUED, SUBSCRIBED PAID-UP SHARE CAPITAL AMOUNT 50,000 Equity Shares of Rs. 10 each Rs. 5, 00,000/- Transfer of Assets With effect from the Appointed Date and upon the Scheme becoming effective, the Transferor Companies shall be transferred to and be vested in and/or be deemed to have been transferred to and be vested in and managed by the Transferee Company, as a going concern, without any further deed or act, together with all its properties, assets, rights, benefits and interest therein, subject to existing charges thereon in favor of banks and financial institutions or otherwise, as the case may be and as may be modified by them, subject to the provisions of this Scheme, in accordance with Sections 391-394 of the Act and all other applicable provisions of law, if any. Without prejudice to Clause 3.1 above in respect of such of the assets of the Transferor Companies as are movable in nature or intangible property or are otherwise capable of transfer by manual delivery or by endorsement and delivery including plant, aircraft, machinery and equipments, the same shall be so transferred or shall be deemed to be so transferred to the Transferee Company and shall upon such transfer become the property and an integral part of the Transferee Company. In respect of such of the said assets other than those referred hereinabove, the same shall, without any further act, instrument or deed, be vested in and/ or be deemed to be vested in the Transferee Company in accordance with the provisions of Section 394 of the Act. Transfer of Liabilities (a) With effect from the Appointed Date and upon the Scheme becoming effective, all debts, liabilities, duties and obligations, secured or unsecured, and whether or not provided for in the books of accounts of the Transferor Companies, whether disclosed or undisclosed in the balance sheet, shall be the debts, liabilities, duties and obligations of the Transferee Company and the Transferee Company undertakes to meet, discharge and satisfy the same. (b) Where any of the liabilities and obligations attributed to the Transferor Companies on the Appointed Date has been discharged by the Transferor Companies after the Appointed Date and prior to the Effective Date, such discharge shall be deemed to have been for and on behalf of the Transferee Company. All loans raised and used and liabilities incurred by the Transferor Companies after the Appointed Date but before the Effective Date for operations of the Transferor Companies shall be loans and liabilities of the Transferee Company. Any guarantee/letter of comfort/commitment letter given by the Government or any agency or bank in favor of the Transferor Companies with regard to any loan or lease finance shall continue to be operative in relation to the Transferee Company Contracts, Deeds, Approvals, Exemptions etc (a) With effect from the Appointed Date and upon the Scheme becoming effective, all contracts, deeds, bonds, agreements, schemes arrangements, insurance policies, indemnities, guarantees and other instruments of whatsoever nature in relation to the Transferor Companies, or to the benefit of which the Transferor Companies may be eligible, and which are subsisting or having effect immediately before the Effective Date, shall be in full force and effect on or against or in favor of the Transferee Company and may be enforced as fully and effectually as if, instead of the Transferor Companies, the Transferee Company had been a party or beneficiary or oblige thereto. (b) With effect from the Appointed Date and upon the Scheme becoming effective, all rights and licenses relating to trademarks, know-how, technical know-how, trade names, descriptions, trading style, franchises, labels, label designs, logos, emblems, and items of such nature, color schemes, utility models, holograms, bar codes, designs, patents, copyrights, privileges and any rights, title or interest in intellectual property rights in relation to the Transferor Companies to which the Transferor Companies are a party or to the benefit of which the Transferor Companies may be entitled /eligible shall be in full force and effect on, or against, or in favor of, the Transferee Company as the case may be, and may be enforced as fully and effectually as if, instead of the Transferor Companies, the Transferee Company had been a party or beneficiary or oblige thereto. (c)The Transferee Company shall be entitled to the benefit of all insurance policies which have been issued in respect of the Transferor Companies and the name of the Transferee Company shall be substituted as Insured in the policies as if the Transferee Company was initially a party (d) With effect from the Appointed Date and upon the Scheme becoming effective the Transferee Company shall replace the Transferor Companies in the respective Air Services Agreements as the designated carrier of India. With effect from the Appointed Date and upon the Scheme becoming effective, all permits including operating permits, quotas, rights, entitlements, licenses including those relating to tenancies, time slots (including those at foreign airports trademarks, patents, copy rights, privileges, powers, facilities of every kind and description of whatsoever nature in relation to the Transferor Companies, including specifically ,licenses and permits for operating as airlines and carriers of passengers, cargo and mail ,and all rights relating thereto to the benefit of which the Transferor Companies may be eligible and which are subsisting or having effect immediately before the Effective Date, shall be and remain in full force and effect in favor of or against the Transferee Company, and may be enforced fully and effectually as if, instead of the Transferor Companies, the Transferee Company had been a beneficiary or oblige thereto. With effect from the Appointed Date and upon the Scheme becoming effective, any statutory licenses, permissions, approvals, exemption schemes, or consents required to carry on operations in the Transferor Companies, respectively, shall stand vested in or transferred to the Transferee Company without any further act or deed, and shall be appropriately mutated by the statutory authorities concerned therewith in favor of the Transferee Company. The benefit of all statutory and regulatory permissions, licenses, environmental approvals and consents including the statutory licenses, permissions or approvals or consents required to carry on the operations of the Transferor Companies shall vest in and become available to the Transferee Company pursuant to the Scheme. The Transferee Company, at any time after the Scheme becoming effective in accordance with the provisions hereof, if so required under any law or otherwise, will execute deeds of confirmation or other writings or arrangements with any party to any contract or arrangement in relation to the Transferor Companies to which the Transferor Companies are a party in order to give formal effect to the above provisions. The Transferee Company shall, under the provisions of this Scheme, be deemed to be authorized to execute any such writings on behalf of the Transferor Companies and to carry out or perform all such formalities or compliances, referred to above, on behalf of the Transferor Companies. Reasons of Merger Merger of the Transferor Companies with the Transferee Company, along with a comprehensive transformation program, is imperative to improve competitiveness. It will provide an opportunity to leverage combined assets and capital better and build a stronger sustainable business. Specifically, the merger will Create the largest airline in India and comparable to other airlines in Asia. The merger between the two state-run carriers will see the beginning of the process of consolidation in the Indian aviation space the fastest growing in the world followed by China, Indonesia and Thailand. Provide an Integrated international/ domestic footprint which will significantly enhance customer proposition and allow easy entry into one of the three global airline alliances, mostly Star Alliance with global consortium of 21 airlines. Enable optimal utilization of existing resources through improvement in load factors and yields on commonly serviced routes as well as deploy freed up aircraft capacity on alternate routes. The merger had created a mega company with combined revenue of Rs 150 billion ($3.7billion) and an estimated fleet size of 150. It had a diverse mix of aircraft for short and long haul resulting in better fleet utilization. Provide an opportunity to fully leverage strong assets, capabilities and infrastructure. Provide an opportunity to leverage skilled and experienced manpower available with both  the Transferor Companies to the optimum potential. Provide a larger and growth oriented company for the people and the same shall be in  larger public interest. Potential to launch high growth profitability businesses (Ground Handling Services,  Maintenance Repair and Overhaul etc.) Provide maximum flexibility to achieve financial and capital restructuring through  revaluation of assets. Provide an increased thrust and focus on airline support businesses. Economies of scale enabled routes rationalization and elimination of route duplication. This resulted in a saving of Rs1.86 billion, ($0.04 billion) and the new airlines will be offering more competitive fares, flying seven different types of aircraft and thus being more versatile and utilizing assets like real estate, human resources and aircraft better. However the merger had also brought close to $10 billion (Rs 440 billion) of debt. The new entity was in a better position to bargain while buying fuel, spares and other materials. There were also major operational benefits as between the two they occupied a large number of parking bays and hangers, facilities which were usually in acute short supply, at several large airports in the country. This worked out to be a major advantage to plan new flights at most convenient times. Traffic rights The protectionism enjoyed by the national carriers with regard to the traffic right entitlements is likely to continue even after the merger. This will ensure that the merged Airlines will have enough scope for continued expansion, necessitated due to their combined fleet strength. The protectionism on traffic rights have another angle, which is aimed at ensuring higher intrinsic value , since the Government is likely to divest certain percentage of its holding in the near future. Revenue synergies will be driven by integration of the complementary networks of the Transferor Companies. Cost and capital productivity synergies will be driven by opportunities for leveraging economies of scale and opportunities for rationalizing overlapping facilities and infrastructure. In addition to these synergies, the amalgamation will also provide an opportunity to initiate a comprehensive transformation program to improve the overall competitiveness of the merged airline i.e. the Transferee Company. This, while improving the financial position would help position and equip the merged entity to better face the current and future challenges arising out of intense competition and declining industry profitability. In furtherance of the aforesaid, this Scheme of amalgamation provides for the transfer and vesting of all the undertakings, properties, assets and liabilities of each of the Transferor Companies to and in the Transferee Company. Post-Merger Scenario -Revenue performance of NACIL (Source: Magic Carpet Official Magazine of AIR INDIA) Integration is incomplete Accenture, the consultant that inked the blueprint of Air India-Indian merger in 2006, had advised the Centre to integrate 748 officials up to the level of deputy general manager (DGM) within nine months of the Cabinet clearance, to ensure that the merger pays off. Twenty-five months later, NACIL has been able to integrate 44 officials up to the level of executive director (ED), according to two board members of NACIL. Hit by recession NACIL, like other air carriers, is hit hard by the slowdown crimping passenger and cargo traffic. Air passenger traffic fell for the seventh month in a row by 11 per cent year-on-year in January 2009. In that month, NACILs load factor, the number of tickets sold in proportion to the total number of available seats, was the lowest (domestically) at 60.2 per cent. The core cost drivers including line maintenance, ground handling, terminal services, flight operations/ dispatches and ticket sales should have been merged first for synergies to translate into actual benefits. NACILs employee-to-aircraft ratio, a gauge of efficiency, is the highest among its peers at 222:1 (the global average is 150:1), resulting in a surplus employee strength of almost 10,000. The wage bill of the merged company, which was 23 per cent of total expenditure at the time of incorporation, is expected to rise sharply due to a grade re-alignment. Fleet Expansion NACILs fleet expansion seems out of sync with the times, as most airlines are actually rounding their fleet and cancelling orders for new planes. While other Indian airlines have withdrawn over a third of their aircraft orders slated for delivery in 2009, NACIL plans to induct 30 aircraft in this fiscal and another 45 by March-end 2012. This means NACIL would face a wall of debt going forward. A NACIL board member informed that the companys total debt in the medium term is estimated at Rs 79,000 crore. It will need Rs 44,000 crore for plane purchases. It has Rs 22,000 crore in long term loans and another Rs 13,000 crore as working capital loans, he said. Mutual Distrust and strong unions The distrust between the two sides of Air India and Indian Airlines is almost palpable. For sure, many jobs will become redundant when functions are unified. Many of those appointed are from Indian Airlines, fuelling resentment among Air India employees. Integration has become a tightrope walk for the management. Strong opposition from unions against managements cost- cutting decisions through their salaries have led to strikes by the employees/ Increased Competition The flux at the top has led to delays in decision-making at a time when demand for air travel has dropped around 8-10% over the last year and competition has heated up in the sector. The national carriers domestic market share has been under pressure ever since budget carriers and new private airlines took wing. Air Indias domestic market share dropped from 19.8% in August 2007, when the merger took place, to 13.9% in January 2008 before rising to 17.2% in February 2009. Lower load factor Though the overall operating performance has been steady, Air India passenger load factor of 63.2%, which was the companys record, lags the industry average of 75% in 2006-07.The load factor difference is even greater when compared to other low fares carriers such as Air Deccan. The companys load factor is decreasing year by year, in 2005- 06 load factor is 66.2% which is more than present load factor. Air India load factor is likely to be low because of the much higher frequency operated on each route. Lower load factor could decrease the companys margins. Conclusion The merger of Air India and Indian is the most significant recent development for Indias aviation sector. Managed correctly, the combined entity has huge potential as the largest airline in one of the worlds largest and fastest growing economies. Global alliances will be attracted by its extensive network in an untapped part of the world (and indeed Star Alliance is due to vote on Air Indias membership later this week). However, the complexity of overseeing a merger taking place against such a challenging environment cannot be overstated, albeit there was no other option. Ultimately, Air India will need to be privatized over the next 3-5 years to introduce commercial disciplines. A partial IPO, scheduled for 2008/09 would be the first step, although the value that can be achieved will be highly dependent on the results from the integration process over the next 12-18 months. A Heavily debt-laden ledger will not make that process easy, unless profitability is strong. Introducing a strategic partner would ideally precede this first step, but would probably follow. Yet an Indian partner might raise competition concerns, and an overseas partner would require changes in the regulations which currently prohibit foreign airlines from holding a stake in Indian carriers. If Air India can successfully navigate through the next couple of years, it has the potential to become a major Asian airline, but 2008 will be critical.

Fuzzy Systems Essay -- Fuzzy Logic Artificial Intelligence AI

Preface This article is written for an intended audience of undergraduate or graduate students, this article provides an introduction to, and an overview of what fuzzy systems are. Presented in this article is an acknowledgment of the contributions that fuzzy systems are making to the Artificial Intelligence discipline, as well as examples of fuzzy systems which are in use today. Abstract The concept and implementation of fuzzy systems is part of the natural course of evolution for humans who are a part of a society where access to information is plentiful but efficient utilization of massive amounts of information is power. To get at the information, we need systems which can understand what we need, rather than for us to understand what information we can ask for. This paper examines how fuzzy systems are not a new concept, but rather an old concept that is a natural part of the evolution of the human race. As society continues to evolve, the implementation and utilization of fuzzy systems will also continue to evolve. Introduction Using the following dictionary[2] definitions provided for the terms "Fuzzy" and "Systems", Fuzzy is defined as "Not clearly worked out; confused" and Systems can be defined as "A set of objects or phenomena grouped together for classification or analysis." A natural question would be, why do we want a confused system that groups together things for analysis? This is an abuse of the literal definition for fuzzy systems. Fuzzy systems can be more correctly defined as a set of objects or phenomena that have been grouped together in a fuzzy way. This type of grouping allows the computers to make judgments and considerations which are considered closer, in response, to the way that humans o... ...re information than previously thought possible and make analysis recommendations. Humans have a fascination for tools which make their lives easier, and fuzzy systems are such a tool. This allows humans more time to continue using the one thing that computers have yet to come us with, the human imagination. References 1. Edwin B. Dean, "Fuzzy Systems from the Perspective of Competitive Advantage", NASA, May 28, 1997 2. "The American Heritage Dictionary, Second College Edition", Houghton Mifflin Company, Boston 1985 3. James F. Brule', "Fuzzy Systems" - A Tutorial 4. Toshiro Terano, Kiyoji Asai, Michio Sugeno, "Fuzzy Systems Theory and Its Applications", 1992, Academic Press, ISBN 0-12-685245-6 5. "Isn't "fuzzy logic" an inherent contradiction?", April 15, 1993, Only two paragraphs, but contains a good example for the value of fuzzy logic.

SWOT, PEST, Product Lifecycle, Boston Matrix and the Ansoff Matrix: Mar

SWOT, PEST, Product Lifecycle, Boston Matrix and the Ansoff Matrix: Marketing Models Analysis Marketing strategies/models In this objective I will be analysing the different marketing models and evaluating their reliability. The marketing models I will evaluate will be SWOT and PEST analysis, the product life cycle, the Boston Matrix and the Ansoff Matrix. SWOT and PEST analysis In the previous objective, I analysed SWOT and PEST of Cadbury. These enabled me to gain insight into the external and internal influences that may arise which may either be beneficial or cause problems for the launch of my product. Product life cycle The product life cycle shows the sales of a product over time. To be able to market a product, Cadbury must be aware of the product life cycle of its products. The cycle can be demonstrated as below: Introduction Following planning and development, the product is introduced onto the market. This stage includes characteristics such as: Low initial sales, due to limited knowledge and no consumer loyalty Heavy promotion to build brand image and consumer confidence Losses (low profits at best) due to heavy development and promotion costs Limited distribution levels, but high stockholding for the manufacturer Growth At this stage, consumer knowledge and loyalty has grown, and the company increases sales and begins to make profits. There may be a growing number of competitors who may introduce similar products or adapt their price and promotion policies. Maturity The maturity phase is where the profits and sales reach their peak. Profits are being maximised, but the firm has to fight to defend its market position. Sales are maintained by promotion, customer loyalty and product differentiation through alternations such as new packaging. At the end of this stage, the market becomes saturated. Decline This stage is where total sales fall for the company. To make up for this, the company may reduce prices, cutting into its profit margin. This is the end of the product and its life cycle. The table below shows examples of where some of Cadbury’s products lie in the product life cycle. Stage Example Introduction Snaps Growth Under 99 calorie range (Dairy milk) Maturity Dairy Milk, Twirl, Flake Decline Fuse The table shows that most of Cadburys products ... ... to get new people to try the product and existing customers to buy more. The company should therefore use market expansion. In the decline stage, the company should try to re-launch the product, which would be using product or market expansion. Market penetration could be used if a successful product was being re-launched to increase the company’s market share, but this would not work if the product were a dog. The marketing models can be influenced other factors and research. Cadbury’s competitors may affect the company’s use of the Ansoff Matrix. The model is used to analyse the strategic direction of a product, and if a product was placed in the market expansion, which has medium risk strategy, and competitors also released a similar product in this section, there will be a higher risk strategy, which will affect the product’s performance and position in both the Boston matrix and the product life cycle. My questionnaire told me there was a gap in the market for my product, and my SWOT analysis reinforced this. This then tells me that my product should do well as a question mark, in the introduction stage of the product life cycle and as product expansion. SWOT, PEST, Product Lifecycle, Boston Matrix and the Ansoff Matrix: Mar SWOT, PEST, Product Lifecycle, Boston Matrix and the Ansoff Matrix: Marketing Models Analysis Marketing strategies/models In this objective I will be analysing the different marketing models and evaluating their reliability. The marketing models I will evaluate will be SWOT and PEST analysis, the product life cycle, the Boston Matrix and the Ansoff Matrix. SWOT and PEST analysis In the previous objective, I analysed SWOT and PEST of Cadbury. These enabled me to gain insight into the external and internal influences that may arise which may either be beneficial or cause problems for the launch of my product. Product life cycle The product life cycle shows the sales of a product over time. To be able to market a product, Cadbury must be aware of the product life cycle of its products. The cycle can be demonstrated as below: Introduction Following planning and development, the product is introduced onto the market. This stage includes characteristics such as: Low initial sales, due to limited knowledge and no consumer loyalty Heavy promotion to build brand image and consumer confidence Losses (low profits at best) due to heavy development and promotion costs Limited distribution levels, but high stockholding for the manufacturer Growth At this stage, consumer knowledge and loyalty has grown, and the company increases sales and begins to make profits. There may be a growing number of competitors who may introduce similar products or adapt their price and promotion policies. Maturity The maturity phase is where the profits and sales reach their peak. Profits are being maximised, but the firm has to fight to defend its market position. Sales are maintained by promotion, customer loyalty and product differentiation through alternations such as new packaging. At the end of this stage, the market becomes saturated. Decline This stage is where total sales fall for the company. To make up for this, the company may reduce prices, cutting into its profit margin. This is the end of the product and its life cycle. The table below shows examples of where some of Cadbury’s products lie in the product life cycle. Stage Example Introduction Snaps Growth Under 99 calorie range (Dairy milk) Maturity Dairy Milk, Twirl, Flake Decline Fuse The table shows that most of Cadburys products ... ... to get new people to try the product and existing customers to buy more. The company should therefore use market expansion. In the decline stage, the company should try to re-launch the product, which would be using product or market expansion. Market penetration could be used if a successful product was being re-launched to increase the company’s market share, but this would not work if the product were a dog. The marketing models can be influenced other factors and research. Cadbury’s competitors may affect the company’s use of the Ansoff Matrix. The model is used to analyse the strategic direction of a product, and if a product was placed in the market expansion, which has medium risk strategy, and competitors also released a similar product in this section, there will be a higher risk strategy, which will affect the product’s performance and position in both the Boston matrix and the product life cycle. My questionnaire told me there was a gap in the market for my product, and my SWOT analysis reinforced this. This then tells me that my product should do well as a question mark, in the introduction stage of the product life cycle and as product expansion.

Airport Security: How the Use of Full-Body Scanners and Other Security Measures at Airports Are Problematic

Introduction Security is the freedom from danger and risk, which provides one with complete satisfaction and safety. Full-body scanners have been in use for various health reasons, but have recently started to be utilized at airports for security measures in 2007. Full-body scanners used for safety purposes are a recently invented technology device that claims to ensure entire safety to travelers at airports by generating a computerized stripped image of passengers boarding flights. Additional security procedures along with full-body scanners are also taken place. This assures that no passengers are carrying any harmful material to prevent the act of terrorism. Although full-body scanners allow airport security to avoid physical frisking, which may arise as a problem to many travelers, personally and religiously, there are many disadvantages as well. According to surveys, even though it is for the sake of security, passengers feel uncomfortable about the fact that they are technologically being viewed bare naked. Also, the personal who specifically view your full body scan can amplify security which creates a reasonable issue of racism and prejudice. Additionally, it has been proven that this â€Å"new and improved† full-body scanner and other security measures in action have not been functioning to satisfy complete safety and security to travelers. Private and religious invasion, discrimination, and inefficiency are three major concerns that regard the use of full-body scanners and other security measures, which are becoming increasingly problematic at airports internationally. It is coherent that these apprehensions must be taken into serious consideration regarding the decision whether or not the use of full-body scanners and other security enforcements should be continued. Private and Religious Invasion It is evident, through religious laws and several personal opinions, that the use of full-body scanners may invade an individual’s religious and personal privacy. Generally speaking, one would undoubtedly feel personally invaded if another has the access to observe their uncovered body unwillingly. This is why a certain population feels strongly against the fact that they are forced to be viewed undressed, through the use of a full-body scanner. Rabbi Bulka states that â€Å"†¦a full body check – you have to be able to have access o every single part of the body, including those we would consider off limits† (MacLeod, 2010). This displays that the private body parts of individuals who pass through full-body scanners are being â€Å"viewed by a screener in a separate room, who doesn’t know the identity of the person†(Gulli, 2010). It is apparent that the passenger being observed by the anonymous viewer will undoubt edly feel that their privacy is being strongly invaded through the use of full-body scanners. Among the lines of privacy invasion, there are other methods to attack a passenger’s boundary to make them feel uncomfortable. On that note, the use of full-body scanners has also broken the religious laws of the population amongst certain beliefs. The author mentions that, â€Å"Passengers who do not wish to pass through the metal detector for religious or cultural reasons can request a pat-down as an alternative. Head coverings, whether religious or not, are also permitted, though they may be subject to a pat-down search or removal in a private area† (Higgins, 2010). This demonstrates that full-body scanners may be a threat to an individual’s religious beliefs by forcing them to remove any religious attire such as a hijab for Muslim women or a turban for Sikh men/women. Additionally, this population would be very sensitive to physical pat-downs in private areas as they have already avoided the use of full-body scanners due to religious terms. Not only does this raid religious belief, but may also invade an individual’s personal space as well. With this information, it is prominent that religious and personal privacy may be invaded with the utilization of full-body scanners. Discrimination Along with religious and personal invasion, the utilization of full-body scanners and other security measures have proven to raise problems of discrimination and prejudice. This causes travelers to wonder whether they are being scrutinized at airports for the safety of others, or for the indignity of their identity and background. It is clear that the background and race of an individual largely alters the way airport security personal treat passengers in relation to full-body scanners. The author, Micheline Maynard, expresses that â€Å"Citizens of 14 nations, including Pakistan, Saudi Arabia and Nigeria, who are flying to the United States will be subjected indefinitely to intense screening at airports worldwide†¦Ã¢â‚¬ (Lipton, 2010). However, she also states that â€Å"†¦American citizens, and most others who are not flying through those 14 nations on their way to the United States, will no longer automatically face the full-range of intensified security†¦Ã¢â‚¬  (Lipton, 2010). This shows that the targeted countries such as Pakistan, Saudi Arabia and Nigeria along with others are clearly being classified under terrorism-related countries. A massive issue is created for the majority of the population from those countries, who are innocent, yet are forced to undergo intense full-body screening for no political reason. Therefore, airport security is proven to produce discrimination in association with full-body scanners against those targeted nations. Furthermore, prejudice along with discrimination is evidently exists in the process of airport security measures other than full-body scanners. As Rafi Sela, the president of AR Challenges, a global transportation security consultancy, speaks about the body and hand-luggage check, he states that â€Å"†¦they’re not looking for liquids, they're not looking at your shoes. They're not looking for everything they look for in North America. They just look at you† (Kelly, 2009). This quotation is an ideal example of prejudice present at airport security. As prejudice refers to an unfavorable opinion, Rafi Sela explains that the traveler at the body and hand-luggage check will be judged based on his/her appearance as opposed to making sure that the passenger is not carrying any harmful substances for the flight. Finally, it is apparent that discrimination and prejudices have been established as a method of the security system at airports, which is wrongful in a countless number of ways. Inefficiency Another problem that arises from the use of full-body scanners is that they do not provide complete efficiency to bring forth entire safety. Also, trained dogs are a more enhanced component of the security system that tends to function superior to full-body scanners. Moreover, full-body scanners may not perform as effectively to deter deadly weapons that a terrorist may have possession of. Cathy Gulli says, â€Å"†¦body scanners probably won’t pick up explosives concealed in body cavities or consumed, which still leaves bombers with the ability to get explosives onto the plane† (Gulli, 2010). This clearly displays that using these full-body scanners can o be claim to be highly effective, are proven wrong. As using these machines is putting a risk and danger to lives of travelers internationally, there is a major flaw in the system and may become very problematic. As Rafi Sela says, â€Å"†¦if you have a gap in security, you have no security† (Gulli, 2010). On the other hand, having a canine is a more effective security method as it provides a supplementary and a serviceable protection to travelers worldwide. â€Å"Cliff Samson, president of the Canadian Police Canine Association, believes dogs are ‘every bit as effective’ as machines at detecting explosives, and they can seek them out in a way that huge, stationary equipment can’t† (Gulli, 2010). This evidence supports the fact that using trained canines for security purposes as opposed to ineffective and risky full-body scanners, there is also a financial advantage as well. Mr. Samson also mentions that â€Å"†¦a dog can cost a police department $12,000†¦Ã¢â‚¬  whereas a security expert states that â€Å"†¦body scanners, each worth $250 000, at Canadian airports†¦ † (Gulli, 2010). Not only does this give airports an opportunity to increase security for a positive cause, but also allows airports to capitalize financially. Conclusively, inadequacy in the functioning of full-body scanners has proved to be problematic security factor without bringing complete security that even dogs can outsmart. Conclusion Various apprehensions that are becoming increasingly problematic as time passes regarding the doubtful airport security systems include invasion of privacy and religious laws, discrimination and prejudices, as well as ineffectiveness of full-body scanners. It is extremely important for the public citizens across the world to act towards bringing a much safer security system that is capable of accommodating the various respected religions internationally without the process of determining whose security should or should not be intensified based on their ethnic background and race. It is also important for everyone to acknowledge that it is just as important to defend ones rights and beliefs as it is to protect an airline flight without physically or religiously violating an individual’s space. This is why it is an excellent idea to create a universal security system that is convenient in use, unbiased and respected of physical and religious liberty. It is the responsibility of every person to contribute towards the creation of a precious and needed system that potentially holds the lives of many as it will largely donate towards the prevention of terrorism. With the rapid developing technology witnessed in the past decade, there is absolutely no excuse to live without a safety scheme most needed around the world. Not only should this worldwide security system be used for the isolated purpose of airport safety, but should also be utilized at public locations such as theme parks, subway and bus terminals and sea ports as well. This way every country, city, and community across the world will be satisfied and secure of any danger and risk. Since our current security structure clearly cannot handle the situations faced today, a more effective method of security will serve its purpose to protect every valuable individual globally. References Gulli, C. (2010). The scary truth about airport security. Maclean’s (2), 18. Retrieved February 02, 2010, from ProQuest database. Higgins, M. (2010). Security ahead? pack patience:[travel desk]. New York Times, p. TR. 3. Retrieved March 14, 2010, from ProQuest database. Kelly, C. 2009, December 30). The ‘Israelification’ of airports: high security, little bother. The Star. Retrieved March 15, 2010, from http://www. thestar. com/ Lipton, E. (2010). Strict airport screening to remain for citizens of 14 nations; [foreign desk]. New York Times, p. A. 3. Retrieved February 16, 2010, from ProQuest database. MacLeod, J. (2010). Full-body scans ok to save lives, rabbis say. Canadian Jewish News, p. 3,15. Retrieved March 14, 2010, from ProQuest database.