Religion and Civil Rights Research Paper Example | Topics and Well Written Essays - 2000 words

Religion and Civil Rights - Research Paper Example â€Å"Jains believe that the universe and everything in it is eternal. Nothing that exists now was ever created, nor will it be destroyed† . On the other hand, Confucianism gives more importance to ethical practices in human life even though it keeps silence about life after death or God. â€Å"Each day I examine myself on three counts: whether or not I am loyal to those in whose behalf I act; whether or not I am trustworthy in my dealings with friends; whether or not I practice what is imparted† . Different religions have different beliefs, customs, rituals and Gods. Based on this diverse belief system, religions control the civil rights of people. The rights of one religion need not be the rights of other religion. Same way the wrongs of one religion need not be the wrongs of another religion. This paper analyses the civil rights based on the belief system in different religions. Hindu Religion and civil rights â€Å"According to historians, the origin of Hinduism da tes back to 5,000 or more years. The word "Hindu" is derived from the name of River Indus, which flows through northern India†3 â€Å"The foundations of this oldest surviving religion were laid by ancient rishis (sages), who taught their disciples the eternal principles of life they had discovered through their meditations†4. Hindu religion is often referred as the religion of Vedas and Dharma. (Dharma is the code of conduct of life principles). Anyone who practices Dharma can be considered as a Hindu. Different class system is prevailing in Hindu religion like Brahman, Kshathriya, Vaisya and Shudra etc. Brahman people got the rights to do the rituals in the temple whereas Kshathriya got the right to rule the country. Vaisya and Shudra belong to the working class. In short, civil rights of people in Hindu religion were not even earlier even though at present such classifications are meaningless. The greatest strength of Hindu religion is its respect to other religions. It believes in the doctrine of, â€Å"Sanatana Dharma† or Universal Truth. India is a secular democratic country even though of majority of the people in India is Hindus, because of the above Hindu doctrine. No religion is prohibited in India and people have the right to believe and spread their own religion. Buddhism and civil rights â€Å"The religion of Buddha began in 563 B.C. Buddhists believe in karma and rebirth. Karma determines in which form a person is reborn and rebirth is a second birth†5. The beliefs of Buddhism are slightly different from that of other religions. Most of the other religions believe in single God or multi God theory whereas Buddhists are more interested in karma and rebirth. According to their belief, human life consists of so many rebirths which will be ended once a person attains Nirvana. Karma or the activities of a person in his present life will determine the nature of his rebirth. Buddhists do not have belief in soul. For them, soul will be changing from one form to another based on the rebirths. â€Å"They called soul as "self† which is just a bunch of changing characteristics†6 . The belief of Buddhism is based on the four noble truths; â€Å"Life means suffering, the origin of suffering is attachment, the cessation of suffering is attainable and the path to the cessation of suffering†7. According to Buddhism, â€Å"If there were a creator of the world, he would be regarded as responsible for the suffering8. In other words, Buddhists see no chances of happiness in earthly life. All the human activities in this material world will ultimately end up in sufferings. Even if a person did nothing wrong in his present life, his activities in previous life may affect him in his present

United States use of fossil fuel Research Paper Example | Topics and Well Written Essays - 750 words

United States use of fossil fuel - Research Paper Example The United States is considered amongst the largest consumers of fossil fuels, consuming 7.1 billion barrels/year of oil, 23.2 cubic feet/year of natural gas and 1.04 billion short tons/year of coal (Whitney, 2010, pg 20). The countries dependence on fossil fuel has increased over the years; with its total fossil fuel consumption increasing 20 fold in the last 4 decades.The high dependence of fossil fuels is clearly noticeable in the fossil fuel per capita consumption; that is the country consumes 20 to 30 times more fossil fuel per capita than developing nations. This high dependence on fossil fuels results in economic and environmental damage of the country. It is therefore needed that the United States adopt a reusable source of fuel that would lessen the strain on the environment and its economy. It is a well known fact that burning and consumption of fossil fuels results in release of harmful environment damaging substances. Fossil fuels mainly consist of petroleum, natural gas and coal. All three of which contribute to global warming by releasing greenhouse gases when combusted. These greenhouse gases further then contribute towards the global warming effect. Global warming is predicted to lead to other environmental disasters such as the sea level rising and major climate changes. Ultimately, the phenomenon is expected to lead the world into an ice age. The United States has established itself as one of the largest contributors towards making this phenomenon a reality. The United States expelled 6633.2 million metric tons of Carbon dioxide, which is the primary ingredient of global warming (US Environment Protection Agency, 2011, p. 2-5). The country’s economy is heavily based and dependent on fossil fuels. Though the country has its own fossil fuel reserves, it still to meet its large fuel requirements, imports fossil fuel from fossil fuel rich countries such as Saudi Arabia and Iraq becomes a necessity. This import of oil and its derivatives pus hes pressure on the economy. The high consumption of fossil fuels also poses indirect financial expenditures. Sea level rise and increase in destructive power of storms due to global warming, has put coastal cities such as New York, New Orleans and Miami in greater risk. It is estimated that damages could amount to $422 billion in the Atlantic and Gulf States between 2025 and 2100 (Environment America, 2009, p. 17). In a bid to avoid this catastrophic situation both environmentally and economically, it is essential that the United States slowly shifts its economy towards greener energy resources. The country already has installed several power plants that utilize renewable energy resources. As of 2010, renewable energy accounted for 11.4 percent of the electricity produced within the United States. The major sources of renewable fuel within the country are hydro, solar, wind, geothermal (Blackburn, 1987, p. 44). Most of these energy sources have already been developed within the cou ntry. Hydroelectric power contributes 66.8 percent of the total renewable energy and has iconic projects such as the Hoover dam and Grand Coulee dam under its belt. Solar energy plants installed within the Mojave Desert are capable of generating up to 354MW of power. The Solar Energy Generating Systems (SEGS) consists of nine solar power plants that were commissioned between 1984 and 1991. There are more solar plants being constructed in order to increase the amount of coverage by renewable sources; of which two are the Blythe Solar Power Project and Ivanpah Solar Power Facility. Wind power is a growing source of energy within the United States. The power generated by wind farm’s currently amounts to more than 35,159MW. These farms are mostly located within ranches of Texas. The idea of wind farms for renewable source of energy is gaining popularity and wind power is expected to cover 20% of US electricity by 2030. Geothermal source of energy is the fourth largest source of r enewable energy. Geothermal plants are mostly locat

The Issues Of Forest Fires Environmental Sciences Essay

The Issues Of Forest Fires Environmental Sciences Essay In the 21st century, influences of forest fires from demographic rapid changes, increase in human activities and unpredictable change in climate have become a crucial environmental problem in the ecosystems of the Southeast Asia region. It has unfavorably affected the natural environment and has put to risk the sustainable development as well as the management of resources (ADB, 2001). Indeed, haze pollution has been seriously affecting Indonesia and its neighboring countries due to the extensive burning of forests that arises in almost every year in Indonesia during the last 25 years. In 1997-1998, the global community raised its awareness on the critical conditions of constant haze and burning of forests. The occurrence of forest fires continued over long periods of time since the year 1998. The worst circumstances happened during 2001 and 2002 where the forest reserves and plantation areas of Riau province, West and Central Kalimantan and Sumatra burned. These corresponding areas were also affected by forest fires in 2003. The widespread forest fires happened in Sumatra and Kalimantan during March-July 2004 led to the increase of air pollution in Singapore, Malaysia, Brunei, and especially in Indonesia. To determine the extent of burning is by knowing the extent of deforestation in Indonesia given that it is greatly caused by fire and not the destruction through spraying of chemicals. Estimates on the loss of forests have been compiled since 1985 and is evident in the report of World Bank in 2001. According to the reports, beginning at 1985 to 1997, the range of forest cover has been reduced from 119 million hectares to approximately 100 million hectares. The forest fires happened in 1997 to 1998 desolated 1.7 million hectares in Sumatra, 6.5 million hectares in Kalimantan, 1.0 million hectares in Irian Jaya and 0.4 million hectares in Sulewesi, and brought about air pollution in Indonesia and its neighboring countries. From the given information on the annual loss of forests during 1985 to 1997, it is expected that the forest lands in Indonesia is now just over 90 million hectares from 1.7 million hectares. Causes of forest burning The sources of forest burning in Indonesia are divided into three groups: traditional cultivators, small scale investors, and large scale investors. The most long-lived source of forest burning is the subsistence and semi-subsistence traditional cultivators. Some of these are the inactive farmers who burn their small lands after harvest in order to kill the pests or weeds and also to refresh the soil to be used for planting. Others are known as the shifting cultivators who practice the common slash and burn methods to empty a small plot of the forest for crop cultivation. The second source of forest burning is the pioneer and migrant farmers. These farmers are given the authorization to acquire several hectares of forested land for them to clear by burning and of course to plant commercial tree crops. The third source of forest burning is the timber and palm oil plantation companies. Timber plantation companies first select trees of commercial value for cutting in an area and then the other remaining trees and bushes are burned in order to make way for the planting of trees that grow much faster and are used for commercial purposes. The oil plantation companies also apply the similar process of forest burning in order to create widespread palm oil plantations. The Indonesian government grants these companies of additional land concessions because these sectors such as logging and palm oil companies contribute significantly to the external trade of the Indonesian economy and thus provides a major source of foreign revenue. Apart from the three main sources of forest burning, there are other factors that contribute to the forest fires. These are political, economic, physiographic, sociocultural, and institutional factors as well. The most important of these are the policies and institutions. According to the Asian Development Bank (2001), lack of political will, inappropriate and poorly specified policies, weak legislation, ambiguous regulations, bureaucratic procedures, land-use conflicts, and inadequate resources for enforcement of laws and regulations were again and again crucial and crippling constraints. Harmful effects of forest burning It has indeed proved by the international environmental and health organizations that forest burning and air pollution have serious destructive consequences. The harmful effects are both seen in the areas of burning and in other areas and countries far from the fires (Jones, 2006). These impacts have several dimensions- economic, environmental, ecological, social, and others that may be onsite and offsite, direct or indirect (ADB, 2001). It is widely considered that the most serious effect of forest burning has been on public health, particularly as a result of people breathing in pollutants from burning of forests. Inhaling the smoke from the fires result in respiratory ailments such as upper respiratory tract infections, bronchial asthma and decrease in lung functioning. Also, it is evident that the smoke has serious effects on the skin and on the cardiovascular system. According to the estimations made by the Friends of the Earth in 1997, the haze has already claimed the lives of 19 people in Indonesia and over 40,000 people have been hospitalized. Up to 70 million people across the region are being affected, and health experts have warned that up to 20 % of all deaths in the region could be caused by the smog. Furthermore, press reports in June 2003 stated that thousands of people admitted to hospitals in Central and Kalimantan complained on breathing difficulties as well as eye irritation, while in 2004, health clinics and hospitals on the island of Sumatra mentioned that several patients seek for medications on respiratory problems. Forest fire impacts have also affected the social welfare through the displacement of communities, loss of income sources, and decreasing livelihood opportunities (ADB, 2001). Another serious effect of forest burning has been on climate, agriculture and bio-diversity. Further decrease in rainfall combining with effects of El Nino and decrease in sunlight that affected the photosynthesis of plants are due to the smoke brought about by forest burning. Besides this, forest burning has also led to soil erosion and flooding that ultimately reduced the productivity of agriculture. Furthermore, the Indonesian rain forests are home to a wide variety of plants and animals where in some of these are rare or endangered. According to the World Bank and Friends for the Earth, as a result of widespread forest burning, it has threatened the lives of numerous rare or endangered species. Forest fires also contribute to the global climate change and warming due to its greenhouse gas emissions in the atmosphere. These harmful effects, definitely, have detrimental economic and financial impacts on Indonesia and its neighboring countries. Evidently, the costs of these impacts include loss of forest timber, reduced agricultural production, losses resulting from soil erosion, medical expenses caused by ailments directly related to the haze, increased proneness to pests and diseases, need for new investments in forest rehabilitation and fire protection measures, costs arising from disruption to air travel and transport, and decreased revenue from tourism (ADB, 2001; Jones, 2006). It also had serious impacts on the means of livelihoods of indigenous people and it threatened the ability of the poor to improve their lives (ASEAN STRATEGY). According to the estimations made by the Asian Development Bank, the incident during the 1997-1998 alone cost the people and the Indonesian government around US$8.9 to US$9.7 billion. Linkage between climate change and social development Undoubtedly, the major impacts and threats of transboundary haze pollution that can contribute to climactic change are widespread. The most vulnerable to haze pollution (or climate change) are the poor because of the inability to adapt and recover to certain changes due to low income and limited access to basic services and needs. Also, the areas that they live in are highly exposed to natural hazards and are linked with their sources of income such as agriculture and forestry which are known to be climate-sensitive sectors. That is why it is necessary to come up with an immediate action. One solution is the need for adaptation where it is a process through which societies make themselves better able to cope with an uncertain future. It calls for taking the right measures to reduce the negative effects of transboundary haze pollution (or climate change) by making appropriate adjustments and changes. There are several options and opportunities to adapt such as technological options, b ehavior change at individual level and early warning systems for extreme events. As a result of the speed at which change is happening, it is important that the vulnerability of Indonesia and other neighboring countries to haze pollution (or climate change) is reduced and their capacity to adapt is increased and national adaptation plans are implemented. Although adaptation to haze pollution (or climate change) is essential and is considered as an urgent priority, the affected countries have limitations that make adaptation difficult. These limitations are human capacity and financial resources. The major barriers for adaptation are the lack of funding in various forms and difficulties in accessing the funds which are available. In order for these affected countries to understand the impacts and vulnerabilities of the issue, as well as facilitating better policy decisions and management, it is necessary for research and training to be included in adaptation. However, these affected countries still face difficulties in incorporating concerns regarding the haze pollution into national policies because of lack of resources and institutional capacities. Despite the difficulties, in order for effective adaptation measures to work, the stakeholders must consider integrating the issue of haze pollution in all levels of decision making espec ially in planning and budgeting. Objectives The purpose of this paper is to present a framework analysis in such a way that it will be applied to the social issue being discussed, specifically the transboundary pollution in Southeast Asia. The framework tool to be used will be based on the polycentric approach in order to enhance policy actions regarding the widespread haze pollution in Indonesia and other affected neighboring countries. Also, one of the objectives of this paper is to discuss the stakeholders using the stakeholder analysis wherein it will identify the people, groups, and institutions involved that will influence the issue positively or negatively. Throughout the paper, included in the objectives, still, is to come up with a conclusion based on the analysis and recognize the failures that the framework tool was not able to elucidate. Finally, it also aims to give recommendations for the improvement or success of the issue. Stakeholder Analysis Secondary Stakeholders Stakeholders Interest(s) in the issue Assessment of Impact Influence of the group Global Agencies -World Bank, IMF, UNDP, UNEP, WHO, WMO, UNICEF Adaptation measures on haze pollution Prevention of haze pollution across the globe High High Regional Organizations -ASEAN, APEC, ADB Prevention of haze pollution in Indonesia and affected countries particularly in Asia High High Concerned institutions -health care, environmental protection, schools, religious organizations, charitable institutions Prevention of haze pollution Low Medium Concerned nongovernmental institutions -emergency associations (e.g. Red Cross, Medicins sans Frontieres) -Development NGOs -Environmental NGOs Prevention of haze pollution Low Medium Primary Stakeholders Stakeholders Interest(s) in the issue Assessment of Impact Influence of the group Victim State governments -Singapore, Brunei, Malaysia Indonesia -relevant central government agencies (Health, Environment, Tourism) -local authorities (agencies representing small farmers) Increase in response capacity on haze pollution Prevention of widespread haze pollution Adaptation measures High High Victim Industries -tourism recreation -airlines -ancillary industries Prevention on widespread haze pollution Medium Low Low-income groups; farmers; minor forest users Increase in adaptive capacities High Medium Culprit state governments -Indonesia -central government agencies (agricultural, environment) -regional/provincial agencies -local authorities (agencies representing small farmers) Decrease in source of foreign revenue High High Culprit Industries -Forestry -Palm oil -ancillary (e.g. haulage) Decrease or loss in plantation business Medium Medium III. Analysis Framework of Analysis The framework to be used on the social issue of haze pollution in Indonesia is the polycentric approach. According to Ostrom (2010), polycentricity is a useful analytical approach for understanding and improving efforts to reduce the threat of climate change. Furthermore, polycentric implies the independence of many centers of decision making to each other. These centers of decision making take each other into account in competitive relationships, engage in all manners of contractual and cooperative projects or aid in to central mechanisms to resolve conflicts and various political jurisdictions and function in an organized manner to which consistency and predictable patterns of interacting behavior are involved. Rather than a monocentric unit, polycentric systems are characterized by multiple governing authorities at differing scales. Each unit within a polycentric system exercises considerable independence to make norms and rules within a specific domain (such as family, a firm, lo cal government, a network of local governments, a state or province, a region, a national government, or international regime)(Ostrom, 2010). Participants involved in this system have the advantage to use local knowledge and learning from other sectors who are engaged in trial and error process. Problems identified with non-contributors, local tyrants and inappropriate discrimination can be addressed and major investments made in new scientific information and innovations when larger units get involved. Polycentric systems are believed to have considerable advantages because of their mechanisms for mutual monitoring, learning and adaptation of better strategies. This system also enhances innovation, learning, adaptation, trustworthiness, levels of cooperation of participants, and the achievement of more effective, equitable, and sustainable outcomes at multiple scales, even though no institutional arrangement can totally eliminate opportunism with respect to the provision and production of collective goods (Ostrom, 2010). Through this framework tool, adaptation measures and prevention of haze pollution in Indonesia and its neighboring countries would be much easier to be implemented because of its ability to solve such problems in a collective manner that includes all its stakeholders rather than focusing only on one central stakeholder.

Alzheimers Disease :: Alzheimers Disease Essays

Alzheimer's Disease Introduction to Alzheimer's Alzheimer's disease is a progressive degenerative disease of the brain. It is first described by the German neuropathologist Alois Alzheimer (1864-1915) in 1905. This disease worsens with advancing age, although there is no evidence that it is cause by the aging process.   Ã‚  Ã‚  Ã‚  Ã‚  The average life expectancy of a person with the disease is between five and ten years, but some patients today can live up to 15 years due to improvements in care and medical treatments. The cause of Alzheimer's has not been discovered yet and it cannot be possible to confirm a person has Alzheimer's until their autopsy following death. How does Alzheimer's develop What causes Alzheimer's? Well no one know exactly the development of this debilitating disease. But recent advances has produced several clues as to how it is born. Initially when we study the brain of a Alzheimer's victim, we focus on two specific areas. One is the cortex of the frontal and cerebral lobes1. The second is the hippocampus (meaning seahorses in Greek which it resembles2) which is located below the cerebral cortex and responsible for short-term memory. If we study samples of these two section, we would find three irregularities which are not found in normal brain matter. These three are called neurofibrillary tangles, neuritic plagues and granulovacuolar degeneration3.   Ã‚  Ã‚  Ã‚  Ã‚  A nerve cell has numerous axons and dendrites coming out of it. A neurofibrillary tangle is when the neuron changes. A number of dendrites are missing and the nucleus is filled with protein filaments resembling steel wool. Although all elderly people has a few of these helix shaped bundles in their brain for they are normal indicators of aging, Alzheimer's patients has more than usual. Their presence usually in the frontal and temporal lobes is a indication of AD.   Ã‚  Ã‚  Ã‚  Ã‚  Senile neuritic plagues are small round objects. They are masses of amyloid protein material composed of residue left over from healthy nerve endings that were broken off and decayed. Their presence near the cell further indicates something gone wrong. Neuritic plaques is the best evidence for diagnostics to make the determination of AD.   Ã‚  Ã‚  Ã‚  Ã‚  A third sign of neuron deterioration is granulovacuolar degeneration. This is when fluid-filled vacuoles are seen crowding inside the nerve cell, specifically in the triangular shaped cells of the hippocampus. This condition can only be observed in carefully sliced, stain and analyzed brain tissue.   Ã‚  Ã‚  Ã‚  Ã‚  The cell having lost all it's dendrites and nucleus soon disintegrates entirely, vanishing into the body's waste disposal system. With the depletion of enough nerve material the brain actually shrinks, sometimes by as much as ten percent5. The more cells the AD sufferer loses, the more mental functions he

Emirates Airlines Essay

1 INTRODUCTION 1.1 Aim It is vital to review the progress of business, particularly in a circumstance of rapidly changing contexts. In this regard, there are core attempts that International management needs to do in reviewing business performance. In order to respond to change effectively, the company must access its efficiency in current development direction. They need to identify their competitive advantages, position themselves and find out how competitive they are in the marketplace. As a result, management must redefine their business goals and set new strategic objectives to sustain as a Global leader in a dynamic environment. 1.2 Scope This report uses, The Emergence & Rise and Rise of Emirates Airline As a Global airline using the Emirates Airline case study. 1.3 Company Background Emirates started in 1980s as a small corporation but with big dream. In the start they reduced their services to Dubai. Emirate’s is a government own company and started off with the capital of $10 million; they started off with two planes both of them were leased from Pakistan international Airlines. It was established after Gulf Air, a regional airline then owned by Bahrain, Qatar, Oman and the United Arab Emirates. Tim Clark, the  president of emirates, says that his airline represents the future of mass air travel. In the time economic downfall when all companies were struggling to sustain themselves, even at that time Emirates was well enough to attract customer, raised fares and consistently turned a profits. Emirates earned $925 million his last six months, which was raised up from $205 million in the previous year. To attract and sustain their customer they have put glamour in their planes, notable innovations included the introduction of in-flight personal video sys tems for passengers in all classes, telecommunications in all three classes and an in-flight fax facility. Emirates also acquired an exclusive-use terminal In Dubai airport. From its humblest startup, Emirates flew its first routes out of Dubai with just two aircraft—a leased Boeing 737 and Airbus 300 B4 in 1985 (Stanik, Smith, Erakovic, 2007). Emirates pursues its focused differentiation in a legacy airline of luxury, hi-tech, excellent quality. It has been successful and is now the Gulf’s largest carrier, one of the world’s five best airlines, and expects to become the world’s largest airline by 2015 (Hugh, 2007). Emirates one of the leading airline of the world having 15 A380s alone and expecting to add 75 more is the most successful airline. Has grown into the world’s largest airline by passenger miles flown. The reasons for its success are the competitive advantage of low cost and high quality enabled Emirates to become the leader. According to the competitors the success of Emirates is because of the support of the rulers of Dubai but Emirates do not accept this claim and they believe Emirates is a separate business unit. Until 2009 Dubai was the largest and most prosperous emirate under the UAE. However the financial crunch that led to Dubai’s bankruptcy and heavy debt has affected all nationally owned companies. The Emirates airline is no exception. However, the global economic recession has enormous impact on business. Obviously such an economic downturn affects business sustainability in several aspects such as market demand, customers’ changing preferences and behavior, financial deficits, internal resources etc. Economic recovery is uncertain. It is important that management is aware of the short-term effect and its potential medium impact on the business. Emirates must take its core competences, competitive advantages to overcome such a situation and map out strategic objectives to sustain as worlds best Global airline in the future. It has been affected nominally and a lot of  extra strategic implications were called for and like rest of Dubai, Emirates is riding this crunch. Emirates is still one of the most popular airlines in the world and it has bounced back strongly displaying strong profits The success story of Emirates Airline is a phenomenon in terms of stable growth, continuous innovation and significant global expansion. Emirates have drawn out worthy lessons to establish as a Global airline. This report will attempt to look at the competitive environment of Emirates and the macro-environmental factors affecting the airline industry. 2 Findings 2.1 Research Methodology A macro environment dissection has been spotted to audit different outside impacts on business and shed lights on future patterns that may influence the business. Dissection of Porter’s five powers will help comprehend industry rivalry and blueprint impacts on improvement of business sectors and business. Utilizing this model helps the organization manufacture a method to keep in front of these impacts. Further, the spotlight is on dissecting the earth. In inspecting the business execution and organization’s methods set up, key assets, a SWOT is fundamental. This is carried out in an exertion to assist vital administration survey how to gain by business qualities, minimize the impacts of shortcomings, benefit as much as possible from any open doors and lesson the effect of any dangers. Emirates are most likely not an ease aerial shuttle. Throughout its starting development stage, throughout the mid to late 1990’s, Emirates figured out how to secure an administration separation that was profoundly prevalent and is currently an industry standard. It was Emirates that began the utilization of an individual TV set fit behind the seat. This was popular to the point that it helped their deals massively and even gave them a solid brand picture of being individuals benevolent. Along these lines their methodology throughout that stage was to be buyer neighborly and to produce a decent brand picture. As Emirates developed, once their brand picture was secured and there was a solid Emirates vicinity in the business sector, the center of the system was to acquire piece of the overall industry at the cost of contenders. This was  to be fulfilled with most extreme scaling conceivable. This method was in fit with the necessities of the business as expressed above in the report. With the decrease in the premium travelers fragment and the proceeding with decrease circulating everywhere freight part in the current financial year, Emirates is currently starting to concentrate on the economy class travelers. This vital movement is sure and is in accordance with the current achievement considers in the business. A speedy take a gander at the movement volume of carriers is justified. As it can be inferred from the figures above, which are of 2009 travel statistics, low cost airlines like Ryan Air and EasyJet have managed to take a great chunk of passenger volume. Emirates is good compared to carriers in the Asia-Pacific and Middle Eastern region but its volume is still less than some of the Anglo-European carriers. 2.2 External Environment 2.2.1 Macro Environment Analysis 2.2.1.2 Economic forces For air transport industry, interest for travel depends gigantically on financial conditions. Pride, Elliot, Rundle-Thiele, Waller, Paladino & Ferrell, (2006, p. 61) battle that â€Å"current monetary conditions and changes in the economy have a wide effect on accomplishment of associations’ promoting methodologies†. Emirates developed and created its business in The United Arab Emirates, which has a solid economy (World Fact Book, 2009). The businesses where it chose to work in are additionally influential economies of stable development (Appendix 1 shows nation GDP). Unquestionably, stable monetary development is a springboard to accomplishment of a carrier’s improvement because of expanding request in air goes by high-pay individuals for business and relaxation. Emirates recorded an expand in traveller amounts of more than 15 for every penny yearly (Stanik, et al, 2007). Late financial downturn has critical effect on the business. Air travel request has fallen significantly. A few real aerial shuttles will cut  household and global limit further in 2009 because of a falloff of about 25 – 30% throughout the last quarter of 2008 (New York News, 2009). Bisignani (2009) contends that the state of the aerial shuttle industry today is troubling. Request has weakened considerably all the more quickly in the monetary lull. IATA, which speaks to 230 aerial shuttles including British Airways, Cathay Pacific, Emirates and United Airlines, likewise raised its gauge of universal air transport misfortunes in 2008 to $8.5 billion, from its past $8 billion evaluation, as indicated by Bisignani (2009). The business is in serious consideration (Roy Morgan, 2009). The test is the way to survive past the current emergence. 2.2.1.3 Political forces Air go between nations is by arranged understandings (Dervaes, 1998). Flying regulations between governments affect incredibly on the accomplishment of an aerial shuttle’s operations. Weismen (1990) concurs most governments have strict regulations on outside transporters to work certain courses in their nations of origin to ensure the national or assigned aerial shuttle. On account of Emirates Airlines, nonetheless, Dubai is an unprotected business. Its open skies approach helped Emirates to turn into a bearer that can contend with the world’s biggest aerial transports (Stanik et al, 2007). Emirates have developed in scale and stature not through protectionism yet through rivalry – rivalry with the continually developing number of global transporters that exploit Dubai’s open-skies approach (Stanik et al, 2007). Emirates has delighted in the profits of worldwide pieces of the pie from entering global ends, for example, America, New Zealand and Australia because of late concessions to full movement rights from the two legislatures (Stanik et al, 2007). Flying deregulation has helped carriers to create for open course entrance, passageway of air transporters, focused admissions, administration recurrence (Goetz and Sutton, 1997). Further liberalization in the business is unstoppably expanding. Thus, the playfield rivalry gets to be more exceptional. 2.2.1.4 Social and cultural Social and Cultural factors have impacts on improvement procedures. Both residential and global markets where Emirates works have society differences. Dubai, Australia, Canada, U.s.a and U.k are multi-social nations. Profits originate from a mixed bag of buyers’ patterns in agreement  to their qualities, mentality, training, religion and lifestyles. As a truth, stable incomers make occasions every year. An alternate sample shows, in U.s.a, seventy five percent of high-pay individuals take an air excursion every year (Hanlon, 1999). It is genuine in European nations where most individuals have a solid interest to go on yearly occasions. Emirates has focal points working in ends of the line where the pattern of air travel is socially enhanced.(stanik et al, 2007). Emirates has delighted in the profits of worldwide pieces of the overall industry from entering global goals, for example, America, New Zealand and Australia because of late concessions to full movement rights from the two administrations (Stanik et al, 2007). Avionics deregulation has supported aerial transports to produce for open course section, passageway of air bearers, focused tolls, administration recurrence (Goetz and Sutton, 1997). Further liberalization in the business is unstoppably expanding. Subsequently, the playfield rivalry gets to be more extreme. 2.2.1.5 Technological forces Most recent engineering is a win driver in air transport industry. The requirement for innovative advances to turn into the first mover in the business will make the focal point of picking up a greater amount of the lucrative business market (Oum, Park and Zhang, 1999). Emirates is completely mindful of this rule in maintained speculations in most recent engineering seeking after its separation in the 5-star standard carrier. Emirates’ present request book remains at 244 flying machines of the most up to date Boeing and Airbus, with an aggregate estimation of pretty nearly Us$60 billion. It is now the most youthful and will be a standout amongst the most present day armadas in overall business avionics (Emirates, n.d.). It means to be a pioneer in innovative advances, Emirates marked in-flight cell telephone scope concurrence with Aero Mobile, creating the utilization of cellular telephones locally available (M2 Communications Ltd., 2006). For a long time, Emirates has been honored various grants, for example, the world’s aerial shuttle of mechanical advances, Best Global Airline Website, Best in-flight Entertainment, Best IT designer in-flight excitement and so on. (Emirates, n.d). 2.2.1.6 Sustainability Emirates states that high fuel costs and expanding lack of regular assets are  confronting makers to make more diminutive, more eco-accommodating vehicles. Further, an unnatural weather change and environmental change have debased nature’s turf and the carrier business has been a component to a more quickly developing wellspring of nursery gas outflows (Emirates, 2008). For a long time, aerial shuttles have countered weight from tree huggers with disavowals and advertising about their green certifications (Emirates 2008). Lately, aerial transports are striving to create biofuel for their planes. It is high time that aerial shuttles need to enter a natural association with airplane developers for eco-accommodating airplanes, quieter takeoffs and landings, considerably lessening ecological effects. 2.2.1.7 Success 1. Minimal Differentiation in both administration and in operations 2. Positive connections and relationship managent with suppliers. 3. Very thoroughly out scale and Extent of operations.  4. Ensure marketing through word –of –mouth through excellent service 5. Utilise the best techniques to get a slight edge. 2.2.2 Industry Environment Analysis Porter’s Five Forces This will give a snapshot of the industry competition level (Thompson et al, 2007). 2.2.2.1Threat of new entrants: Emirates is most likely not a minimal effort carrier. Throughout its introductory development stage, throughout the mid to late 1990’s, Emirates figured out how to get an administration separation that was exceptionally prominent and is presently an industry standard. It was Emirates that began the utilization of an individual TV set fit behind the seat. This was popular to the point that it helped their deals immensely and even gave them a solid brand picture of being individuals well disposed. In this way their procedure throughout that stage was to be buyer well disposed and to produce a decent brand picture. As Emirates developed, once their brand picture was secured and there was a solid Emirates vicinity in the business, the center of the methodology was  to get piece of the overall industry at the cost of contenders. This was to be finished with greatest scaling conceivable. This methodology was in fit with the prerequisites of the business as expressed above in the report. With the decrease in the premium travellers fragment and the proceeding with decrease circulating everywhere freight division in the current financial year, Emirates is currently starting to concentrate on the economy class travellers. This key movement is certain and is in accordance with the current achievement considers in the business. A fast take a gander at the activity volume of aerial shuttles is justified. 2.2.2.2 Rivalry among established companies: Emirates rival Air France-KLM and Lufthansa, the two biggest transporters in Europe; with Cathay Pacific in Asia Pacific locale; and with United Airlines in the Americas (Hoovers, 2008). These entrenched system transporters work inside the same objectives, for example, NZ, UK, Hong Kong and America. The opposition is forceful as the worldwide business is seeing boosting development of ease carriers (Hofmann, 2007). 2.2.2.3 Bargaining power of buyers: Rivalry between organizations is powerful. Emirates may confront a risk now and in future when clients these days have a capability to make requests on their items, in term of lower costs, higher administration or item quality. In this manner, Emirates is unrealistic to display high rates of turnover about whether because of value diminishing, and putting all the more in item development (Hill et al., 2007). Bargaining power of suppliers: Boeing and Airbus are the two overwhelming flying machine makers for the world’s carriers. Requests by all aerial shuttles for the most recent airplanes are put to both of them. As a vast purchaser, Emirates still need to face the risk of paying higher costs or even conveyance delays. In addition, Emirates depends such a great amount of on these suppliers as obliged items are separated while the suppliers have high mastery. 2.2.2.4 Substitute products: Most carriers offer results of comparative peculiarities: low value, great quality and fantastic administration. In the locale, for instance, other immediate substitute items to Emirates are Qantas, Cathay Pacific, and Singapore Airlines. In this manner, Emirates will encounter challenges when most players get aggressive enough to dispatch new items internationally. A case is Virgin Blue, which propelled V-Australia for Trans-Pacific administrations in 2008 (Virgin Blue, n.d). Clients profit from a more extensive decision at their results of less expensive cost yet higher quality. 2.2.2. 5 Strategic Groups There are obviously strategic groups existing in the industry in similar markets. Examples are named: Cathay Pacific, Qantas, Air France-KLM and Lufthansa. These major players offer similar products in terms of luxury passenger package, young flyers, in-flight entertainment etc. This signifies that Emirates is aggressively competing with others. 2.2.2.6 Key Success Factors Cost competitiveness: This is crucial for a capital-serious industry, for example, aerial transports (Oum, Yu, 1999). It is basic that great directors can run operation costs at least level to build most elevated benefits. To adjust absolute operation costs, the administration must take care of the issue on expense slicing in methodology to keep gainfulness (ANZ, 1990). Economies of Scale: Emirates is entrenched with solid system unions over worldwide ends. Then again, Emirates has persistently put resources into its armada and reveled in high productivity (allude to Appendix 3). This implies the organization can expand limit while still equipped to keep up altered expenses contrasted and different players. Emirates can have admittance to worldwide markets with more noteworthy topographical scope. Therefore, this makes a high obstruction to different contestants because of high expenses and extent of business. Brand loyalty and product quality: Emirates has built up its brand and image significantly within the last two decades. More customers have become loyal and chosen Emirates when travelling from the Middle East and Europe or NZ (Stanik et al, 2007) because of high quality, product innovation and excellent service. Appropriate strategy: Emirates are differentiated as a legacy airline where advanced technology, staff skills and ancillary services are the main drivers for success. Therefore, Emirates is aware of the need for continuous innovations, not only in fleet and staff expansion but also in premium services. Emirates has been renowned for technology development and skilled staff of multi-culture backgrounds (Stanik et al, 2007). 2.2.2.7Nature of customers and market segments Market segmentation has been obviously defined: legacy airlines, low-cost and budget airlines. As a luxury and legacy airline, Emirates has determined its focused differentiation, targeting at sophisticated customers and business travelers. As its logo says: â€Å"Step aboard an interactive tour of all the elements that make up the Emirates difference, on and off the ground†¦ excellent service, outstanding comfort and superior technology† (Emirates, n d.). Industry markets have become apparently segmented. Boosting budget airlines have attracted passengers and created higher competition when customers become more price-sensitive. This requires Emirates to re-consider strategic development direction. 2.3 Internal Analysis This section will explore Emirates’ key resources in an effort to identify its SWOT and outlines how the business’s value chain is structured; what strategies it has pursued and how competitive it is, compared to competitors. Strengths Advanced engineering and consistent development Developed base restrictive terminal, nearby air terminal ground administrations, lounges Large and young fleet Stable fund ability; Competence of strategic management, know-how Skilled staff of diverse cultures Brand loyalty and good will Absolute cost advantages: low home-base work expense fuel subsidies, free neighborhood taxes Economies of scale Scope of business, in term of established value chain Weaknesses Lack of nearby gifted work, just about depended on expats Finance intensely depended on oil send out, potentially bringing about budgetary deficiency when oil value drops. Cost-concentrated business due to highly diversified value chain Home government subsidies Local economy dependence. Opportunities Higher global market expansion and entrance due to expanding deregulation and liberalization Gaining promoting profits of large size and network spread when being of consolidation Reducing competition on duopolistic routes Possible entry into low cost market penetration due to absolute cost advantages and economies of scale Threats Low-cost revolution: more intense competition Unstoppable deregulation and liberalization Consolidation and concentration within alliances Fuel price fluctuation, Uncertain recovery of economic crisis Environmental constraints: climate change, global warming, shortage of resources, air pollution 2.3.1 Tangible resources In light of latest technology and excellent service strategies, Emirates is in the forefront of the industry, owning the most modern fleet of 113 aircrafts, global markets of 100 destinations in 62 countries, over 12,800  highly-skilled staff of more than 100 nationalities and significant market share (see Appendix 3). It is undeniable that these resources are vital to Emirates’ success. Emirates has highly developed infrastructure such as home-base airport, exclusive terminal, supporting services. Further, the company’s finance is highly stable. All of these contribute to competitive advantages over competitors. 2.3.2 Intangible values: Management’s competence Staff’s skills and know-how together with strong dedication are crucial to success (Stanik et al, 2007). These can be proved through how they survived and made profits after the 9/11 event which was a crisis in the industry while other airlines announced bankruptcy or losses. Emirates was cautious about not creating over-capacity and appropriate launch of new products when and where demand and profitability are high (Stanik et al, 2007). Emirates succeeded in expanding into NZ in 2003 when this new destination saw 29 international airlines offering services to the country. This know-how and core competences can not be copied. Thus, Emirates owns a great value of its goodwill, established throughout its life. Absolute cost advantages Emirates actually obtained advantages from Dubai’s ultra-efficient airport, tax-free environment and especially low-labor costs, less than 20 per cent of its total costs while competitors struggled with that up to 35 to 40 per cent (Stanik et al, 2007). Brand Image By establishing brand associations with high- profile international events through sponsorships. Currently, some prominent sponsorships are: FIFA World Cup, Rugby Union World Cup 2011, ICC World Cup 2011, Cricket Australia, Emirates Team New Zealand, 15 international golf tournaments, horse- racing events such as the Melbourne Cup, the Singapore Derby and the Dubai World Cup, car racing, tennis, arts, culture and AFL (Collingwood) Brand loyalty Emirates has built up its brand significantly within the last two decades. More customers have become loyal and chosen Emirates when travelling from the Middle East and Europe to New Zealand and Australia (Stanik et al, 2007) in terms of high product quality, product innovation and excellent service. Economies of Scale As outlined in ‘Key Success Factors’ 2.3.3 Established Value Chain Emirates is renowned for a huge range of properties, diversified business, contributing to its full operations. Most operations are owned and run by Emirates. Dubai International Airport has exclusive Emirates Terminal 3 (Emirates, n d.). Emirates adopts vertical integration into its core business structure, incorporating diversified properties. This resembles itself through manufacturing, marketing and technology. Emirates directly operates check-in, service desks, boarding and lounge services, baggage and handling and airport push-backs (Emirates, n d.). In addition, Emirates hotels & resorts; Emirates sky cargo; Emirates aviation college for pilot and staff training; Emirates engineering centre for repair, maintenance and training; Emirates catering, incorporate business support (Emirates, n d.). These activities make up smooth operations for the airline’s success. Obviously, Emirates has a great potential to create added value through vertical integration in the value chain, defined by Hill et al (2007). As stated, there are many Emirates-branded subsidiaries and partner companies that operate in conjunction with the business. On the basis of this assessment, Emirates outweighs competitive advantages over competitors, in terms of productivity, cost efficiency and entrepreneurial management. 2.3.4 Key strategies employed Reviewing the company’s business-level strategies, its focused differentiation as a 5-star standard airline, underlines product development in terms of luxury, excellent quality and service. Emirates has proven to be a successful company exploiting this market segment with high profitability. Considering its capabilities, competences, competitive advantages and economies of scale, Emirates has decided to expand global markets on its own. Explaining to the direction of not joining a major alliance, Maurice Flanagan, Vice-Chairman, answered the company had examined and could not see any business case for it (Stanik et al, 2007). Explicitly, this indicates how strategic the management are as they consider possible impact of entering major alliances with strong competitors of similar-level economies of scale, operating within the markets and channels. Taking into consideration that it is well-established and can compete with other major players with its own competitive advantages and core competences. Emirates avoids giving away its know-how, technology and other resource values to potential competitors (Hill, et al., 2007). This becomes an example of excellent strategic management. Emirates is in stable growth stage of the industry lifecycle. The company’s strategies have been appropriate. Thus, Emirates grew at an average annual rate of 25% – one of the 20 biggest and the five most profitable airlines in the world in 2004 (Stanik et al, 2007). Appendix 3 shows revenues and profitability. 2.4 Organizational Culture at Emirates Culture is very important for emirates because emirates have employees with 32 different nationalities. It is a challenge for emirates as a company to manage this and it is a need to create a same and collaborative organizational culture. Emirates efforts for management to align and create a unified vision let alone culture, there was no unified identity and individuals were acting and reacting as individuals and hot as a cohesive force. Emirates needed a cohesive force that provided an exclusive type of service in line with the emirates philosophy, to complete their task to open its flagship property of hotels and resorts within a deadline. 3 Force Field Analysis Force Field Analysis Restraining Forces Driving Forces Restraining Forces 1. Different cultures 2. Different nationalities 3. Different backgrounds 4. Different experience and want to work 5. Work in a comfortable in which they are used to 6. Loss of status 7. Personal beliefs 8. People and Feelings Driving Forces 1. Desire to work well 2. Clear communications 3. Managers want a fully operational hotel in 4 weeks and will need to encourage 4. Persuade staff to change and develop new culture 5. Vision 6. Team work 7. Communication 8. Team work 9. Change management 10. Winning 4 Success of Emirates managing culture change Emirates use different methods and techniques for change are as follows: Culture Change Process By changing and keeping a culture use the DCP (Directive Communication Psychology) change in the organization 1. Top management committed to result without their egos. In that case management should show their commitment towards productivity 2. Try to discover different factors that are difficulty of the people, in addition to earn more money. Real issues noticeable for example impression the lack of respect between the managers and the subordinates. In addition many of them believed that their contribution was important but no body pay attention to their work. There was previously open policy from the senior management to resolve that type  of problems but nobody used it. Top management discussed that they can accepted and for immediate implementation of new programs. 3. Discover who has the positive and negative influence. In this case identified total number of positive and negative influencer. 4. Apply the DC Revolution strategy by separating the total into 2 groups. This method includes five 1 day experiential guidance, every by 1 day on spot apply and spreading of skill gained at the workshop. The process included the psychological tools on how individuals could attain their own personal emotional and life goals through their work and related their own victory as a purpose of successfully cooperating with others. In an experiential atmosphere, key influencers become alert of the effects they have had on their environment and how that has affected their lives and success. They take responsibility for their world and no longer charge others for their problems. 5. Tackle the emotional issues found in the innovation procedure this is done through creating Guiding principles that they take out from their communications with others in the organization. They expand into the delegates for the group. 6. Contain trainers on site to support in the distribution of information and put into practice into the work processes. Every key influencer works with 5 others to implement what they have find out and those 5 then work with 3 to 5 others. In core, the key influencers become the consultants and the trainers simply assist these â€Å"internal consultants† to be effective 7. Include a half-day show and appearance where the entire organization attends. The key influencers perform scenes from their work environment that all can relate to and how the difficulties are overcome with the new knowledge that everyone has attained through the program. Key influencers also present amend proposed by them and the other staff to senior management 8. Top management accepts the initiatives proposed, Because they have fallen within the guidelines that were preset by the top management in the discovery process step 2. To set this commitment, the revolutionaries prepare their Revolutionary statement of belief on a large board where everyone signs it including top management in the acceptance of the new  culture they have created 9. Grip revolutionary elections where the corporate revolutionaries choose a leader from their peers. The elections also include general and 2 reserves for each general. The purpose, to keep the revolt going by having a representative that actions the revolution initiatives and organizes the revolutionaries to implementation. They also are accountable to make sure that top management doesn’t get too â€Å"busy† in the short term to apply the guiding principles that will make the big difference in the long term. The revolution leaders are elected era and part of their accountable to maintain the honesty of the guiding principles across the organization. Consulsion 27 years after its start, Emirates has established itself as a pioneer in the airline industry and has set a benchmark for other airlines to follow.Connecting100 Destinations across 6 continents, it has emerged as one of the leading airlines in terms of fleet size, income, international passengers carried and quality of service in a relatively short span of time. With a fleet of 144 aircraft and 204 aircraft on order which include 90 Airbus A380 aircraft, Emirates has been one of the few bright spots for the sluggish aviation industry and seems well on course to achieve its aim of connecting any two destinations in the world with one stop at its hub in Dubai. When dubai`s flag carieer is born, the major airline serving Middle East cities, Dubai and other was Gulf Air, an airline which owns by the governments of Bahrain, Qutar,Abu Dhabi and Oman. However, In October 1985, Gulf Air reduced its flights to Dubai owing to the government’s Open Skies policy. Gulf Air feared that its flights to Dubai merely served as a regional feeder for bigger international airlines and the Government of Dubai refused to grant it protection from foreign competition. This step prompted the Dubai government to consider launching its own airline. Six months after a feasibility study was conducted, Emirates was officially launched. The airline started off with a fleet of 2 leased aircraft and an fledging capital of $10 million, which was not considered a significant capital to run an airline even back in 1985. The government also announced that the airline would not receive any further government funding. Few would  have given the airline a chance back in 1985. However, by 1988, Emirates had already added 12 destinations and was well on target to add many more. By the early 1990s, Emirates had established itself as one of the fastest growing airlines and was carrying over 2 million passengers annually, a figure that grew to 27.5 million in 2009. It had become increasingly evident that Emirates was a tremendous success story of the aviation industry. One factor that distinguishes Emirates from other airlines is its strong financial performance. It has registered a loss only once in its 27 year history. Despite significant expansion and investment in infrastructure, Emirates’ bottom line has been largely robust. Within 8 years of its launch, Emirates’ revenue stood at $500 million and by 1998, operating revenues had crossed the $1 billion mark. The airline announced a net profit of around AED 3.5 billion ($951.6 million) for the fiscal year 2009-2010. Despite significant economic hardships faced by the aviation industry at large, Emirates has proved to be highly profitable. Over the years, the airline has been able to build a strong brand and has developed a loyal customer base. A sizable chunk of its success can be attributed to the emergence of its hub city, Dubai as a global tourist and financial hub. As the number of tourists to the city has increased significantly over the past decade, a large number of them hav e preferred to travel by Emirates. The airline also offers attractive holiday packages and hotel stays at the Burj Khalifa to lure passengers. Emirates is often seen as a symbol of Dubai’s progress and this has also been acknowledged by Sheikh Ahmad bin Saeed Al Makhtoum, Chairman and Chief Executive of The Emirates Group, the parent company of the airline. In an interview with Gulf News, a Dubai newspaper, Sheikh Ahmad said, â€Å"Together with Dubai, Emirates has grown and prospered. Working in tandem, the city and the airline have defied expectations, building an international business and leisure destination, alongside a highly successful and profitable airline.† Emirates has also raised the bar for its competitors as far as quality of service is concerned. The airline is credited to be the first airline to introduce personal in-flight entertainment systems after it installed video systems for all seats in all classes in 1992. Emirates is also one of the few airlines that allows passengers to use cell phones to make in-flight calls. Emirates’ success also stems from its ability to offer a wide range of non-stop flights from  its hub in Dubai to destinations such as New York, Los Angeles, Sydney and Sao Paulo. Currently, it operates the most number of ultra-long-haul flights with seven flights. It also offers more seats on intercontinental routes than Air France and British Airways combined. This is a rather staggering statistic given that Emirates does not have a large home market compared to other European airlines. Another key feature of Emirates’ global presence is its continuous zeal to expand operations as adds more destinations to its already vast global network. The Airbus A380, the world’s largest passenger airplane, has been a focal point of this expansion strategy. Emirates has been the largest buyer of the A380. Its $11.5 billion order for 32 A380 aircraft at the 2010 Berlin Air Show which raised its total order for the aircraft to 90 is ample testimony of its expansion plans. In addition, it also placed a $9.1 billion order for 30 Boeing 777 aircraft, which can seat over 300 passengers, at the 2010 Farnborough Air Show. The airline sees international aviation being dominated by large aircraft in the future as passengers’ preferences become more inclined towards non-stop commercial flights. It thus aims to be equipped with the capacity to handle this demand well in advance. However, the path ahead for Emirates is not entirely turbulent-free. Competitors have become increasingly wary of the airline’s progress and have often accused it of benefitting from government subsidies, a claim that Emirates has constantly denied. This accusation has prompted the airline to publish audited financial statements on its website. International carriers argue that they are unable to compete with Emirates on a level playing field. European carriers, in particular, fear that Emirates’ penchant to connect cities with long-haul flights may reduce the importance of European hubs. Lufthansa has been lobbying the German government to restrict landing rights offered to Emirates. Similarly, Canada has also restricted the carrier’s landing rights in Toronto and has refused to approve flights to Vancouver. Meanwhile, Emirates has said that international fears are unfounded and considers these recent developments to be a ploy to hinder its growth and expansion. Given, the large number of orders placed with Airbus and Boeing, Emirates will not want to be left with excess capacity when the orders are fulfilled. It can ill afford to underutilize its fleet of large aircraft and its future success will be partially dependent on the effective utilization of its capacity. Though  geo-political and economic challenges remain, Emirates seems well poised to take further leaps in the industry and consolidate its position as a leading airline. References ANZ McCaughan and Forsyth, P. 1990, Australian Airlines: Implications of Deregulation and Privatisation, Monograph Bisignani, G 2009 World’s airlines seen losing billions this year, news, retrieved 20/04/2009, Borenstein, S., â€Å"The Evolution of U.S. Airline Competition,† Journal of Economic Perspectives 6, 45-73 (1992). Brueckner, J.K. and P.T. Spiller, â€Å"Economies of Traffic Density in the Deregulated Airline Industry,† Journal of Law and Economics 37, 379-415 (1994). Brueckner, J.K., â€Å"The Economics of International Codesharing: An Analysis of Airline Alliances,† International Journal of Industrial Organization 19, 1475-1498 (2001). Cathay Pacific Airlines, n.d. Fact sheet, retrieved 18/04/2009, Doganis, R 2005, Current Challenges and the Future Shape of the Airline Industry, Airline Industry Conference Agenda – Seminar Notes, Imperial College, London. Doganis, R 2001, the Airline Business in the 21st Century, Routledge, UK. Emirates Airlines, n.d. Emirates’ Story; Fleet; Chauffeur Drive; Emirates’ Experience, Emirates News, retrieved: 20/04/2009, Hanlon, P. 1999, Global Airlines: competition in a transnational industry, 2ndedn. Butterworth Heinemann, Linacre House, Oxford. Hill, C. Jones, G. Galvin, P. and Haidar A., 2007, Strategic Management An Integrated Approach, 2nd edn, John Wiley & Son Australia, Ltd. Milton Qld. Hofmann, 2007, Airlines implement strategies to compete with low cost carriers, website news, retrieved 20/04/2009, < www.euromonitor.com> Hoovers, 2008, Industry news, retrieved 21/04/2009, Howard, S 2008, Corporate Responsibility and the Financial Crisis, Video, Commentary & Research, retrieved 20/04/2009, < http://vcr.csrwire.com/node/12017> M2 Communications Ltd., 2006, AIRLINE INDUSTRY INFORMATION Oum, T.H. Park, J.H and Zhang A. 1999, Globalization and Strategic Alliances: The case of the airline industry, Elsevier Science Ltd. Oxford, OX5 1GB Oum, T.H. Yu, C. Park, 1999, Winning Airlines, Productivity and Cost Competitiveness of the World’s Major Airlines, Kluwer Academic Publishers, Massachusetts, U.S.A Qantas Report, 2007, retrieved 20/04/2009, Stanik, A. Smith, P. Erakovic, E. (2007) â€Å"Emirates Airlines Expansion into New Zealand† in Hill et al, Strategic Management: An Integrated Approach, Wiley: Milton QLD Web Case Study Thompson, AA, Strickland, AJ and Gamble, JE 2007, Crafting and Executing Strategy, 15th edn, McGraw-Hill, New York NY 10020. Virgin Blue Airlines, n.d. Virgin Blue’s history, retrieved 16/04/2009, United Nations World Tourism Organization website, 2009, Facts & Figures, retrieved 22/04/2009, World Fact Book website, 2009, retrieved: 19/04/2009, Www.Scbrid .com for the Refrence and http://www.theconsul.org/ for conclusion.

Social Class and Redneck Neighbor

Marketing 542 January 23, 2010 Clash of the Classes: Middle vs. High Proles What was once categorized by the rich and the poor, it is undoubted that society today cannot be so easily defined. In the words of Jennifer Steinhauer, â€Å"One thing modernity brought with it was all kinds of identities, the ability for people to choose who you want to be, how you want to decorate yourself, what kind of lifestyle you want. † With this vast amount of â€Å"identities† comes the need for a more structured class designation as well as a process for de-blurring the lines between them. While Paul Fussell has recognized nine classes in this country, the focus of this analysis will rely on two of them: Middle and High Proletarian, or High Proles. The researched differences between these groups will be examined and then related to the real-world example of Redneck Neighbor. Marketing practices and how they can be applied to this situation will also be referenced. As noted, Fussel recognizes nine classes and has them separated into three segments: high brow, middle brow, and low brow. At the top of the high brow segment lays Middle class and then High Proles just below it. While the two classes may be adjacent to one another, the fact that Middle is just one class away from the high brows says enough for them to have a completely different set of distinguishable attributes. It is this â€Å"so close, but not close enough† mentality of the Middle class that explains their desires and state of mind. According to Fussel, the Middle class is the most insecure class and practically obsessed with doing the right thing. Not only do they try to keep up with the high brows in what they consume, but also by how they consume it. Thorstein Veblen says it best with â€Å"Closely related to the requirement that the gentleman must consume freely and of the right kind of goods, there is the requirement that he must know how to consume them in a seemly manner. † The Middle class is constantly worried about their own style and associate themselves (sometimes imaginably so) with money, power and taste. Conversely, High Proles are â€Å"†¦not consumed with worry about choosing the correct status emblems, these people can be remarkably relaxed and unself-conscious. They can do, say, wear, and look like pretty much anything they want without undue feelings of shame, which belong to their betters, the middle class†¦Ã¢â‚¬  (Fussell, pg. 46). It appears as though the Middle class works very hard to hide the fact that they aren’t in the high brow segment while High Proles are proud to be who they are and don’t care what others think. The middle class is petrified of falling down in ranking and the High Proles aren’t really striving to get ahead. It is this clear contrast between the classes that makes the Redneck Neighbor story so relevant and support the findings of various researchers. Based on the above information, it is clear that the author of the website is a member of the Middle class while the neighbor, or John Doe #8 (JD8), is a High Prole. Coinciding with their obsession to look the part and not â€Å"fall down† in class, it makes sense that the author is terrified of being associated with his lower classed neighbor. He makes complaints to the police on numerous occasions, tells his friends every single detail of his neighbor’s existence to the point where he feels the need to start his own website documenting it for the whole world to see. This is his attempt to save face and let everyone know that he disagrees with the â€Å"manner of consumption† by his neighbor. This supports Veblen’s quote â€Å"Since the consumption of these more excellent goods is an evidence of wealth, it becomes honorific; and conversely, the failure to consume in due quantity and quality becomes a mark of inferiority and demerit. † While talking to the builder, the author quotes â€Å"†¦ the builder starts referring to the neighbor in a less-than-amicable fashion – someone else on my side! Perhaps he feels a bit guilty for his privacy invading actions but is able to justify himself by hearing someone with the same demeanor. One of the biggest mistakes the author makes is associating JD8’s social class with money and the car he drives. As Fussel points out, â€Å"It’s not riches alone that defines these classes† (pg. 27). And we know from Steinhauer’s example of entry level luxury ca rs that in these days, the kind of car you drive cannot be directly related to your worth or class. Additionally, Veblen’s idea of consumption in the city versus country comes into play. Since the residents are in the suburbs (or country), it is pretty much known throughout the town the value of each home/family. This fear is expressed by the author when he says, â€Å"I can see the property value falling faster than his mailbox post. † Even with all of the accused faux pas, it does not appear that JD8 is intentionally trying to provoke others. Contrary to the previous statement of High Proles not trying to get ahead, it does appear that the neighbor is making an attempt to update his property with the common items found in the neighborhood: mailbox post, fish pond, herb garden and flagpole. But going back to the research findings of Fussell and Veblen, it is not the fact that he is trying to install these items but that he is doing them in the â€Å"wrong† way. And coinciding with the attributes of a High Prole, JD8 is not ashamed and obviously doesn’t care what others think. An interesting aspect of the Redneck Neighbor case was the small hints that the author was a bit of a redneck himself. Calling the basketball hoop a â€Å"basketball goal†, telling the police officer â€Å"the next time we have a problem some damn body is going to jail†, and feeling the need to clarify what livestock is, gave the impression he was not as high class as he hoped to portray himself. What does all of this mean for marketers? It means that it is getting harder to categorize customer segments in which to market. As you can see from Redneck Neighbor, today’s consumers have unpredictable buying patterns. JD8 spends money on a luxury brand car, but not on household items. This somewhat new phenomenon is not unique to JD8. Many people splurge on higher end items like Godiva, BMW, and Whole Foods yet still go to Costco for their day-to-day needs. According to Steinhauer, â€Å"Where once they pitched advertisements primarily to a core group of customers, now they are increasingly fine-tuning their efforts, trying to identify potential customers by interests and tastes as well as income level. † Author Douglas Holt believes that the best way to capture consumers is to create stories that affect how they think about themselves in the world. This technique could be very beneficial for Middle class customers since marketers could play up on the idea of high brow society. With High Proles, marketers could take advantage of their independent mindset and pride in their advertising campaigns. Hardly anyone can argue that the classification of consumers has become more difficult over the years and the population as a whole is harder to reach. Marketers constantly need to think of new ways to get their message across and have it register within consumer minds. It is unclear what the future holds for marketers, but it is an exciting challenge to move away from the old teachings and tailor them to the constantly clashing classes of our time. Word Count: 1,277