...Abstract Rebuilding the Public Affairs program at the Navy Region Southwest Reserve Component Command after four years of no existence can be a challenge within the command and in the Southwest regional offices. Recently, leadership has begun revitalizing the program with the use of a Public Affairs Officer that has been permanently assigned to deal with the issues of starting a Public Affairs program. Summary The Public Affairs(PA) program has been nonexistent in the last four years at the Navy command, Navy Region Southwest Reserve Component Command (NRSWRCC). The program has had no one in charge of the program at the command or its subordinate commands throughout the Southwest. The program lacks leadership, implementation, structure, training, equipment, and manpower. Background Public Affairs (PA) is a term for the formal offices of the branches of the United States Department of Defense whose purpose is to deal with the media and community issues. The term is also used for numerous media relations offices that are created by the U.S. military for more specific limited purposes. PA offices are staffed by a combination of officers, enlisted personnel, civilian officials and contract professionals. Public Affairs offices play a key role in contingency and deployed operations (SECNAVINST, 2012). The typical PA office is led by an officer who is in charge of planning, budgeting for, executing and evaluating the effectiveness of public affairs programs, and provides...
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...Opportunities and Threats (SWOT) Analysis 7 2.3 Summary 9 3.0 SEGMENTATION, TARGET AND POSITIONING (STP) 10 4.0 PRODUCT, PRICE, PLACE AND PROMOTION (4Ps) 11 5.0 CONCLUSION 12 6.0 REFERENCES 13 6.1 ANNEX I 14 INTRODUCTION The Airline Industry has experienced global economic and ecological turmoil in the past two decades. This turmoil has brought to the fore the challenges being faced by the Aviation Industry in the world which have, in most cases, led to decreased profitability, lower growth rates, safety concerns and employee lay-offs among others. However, in-spite of the above mentioned challenges in the industry, Southwest Airlines has emerged as one of the most creative, most price competitive, safe, innovative and flexible company in the industry. The company has overcome unsurmountable challenges to become what is perceived today as a successful model of excellence in the industry with an extraordinary safety record in the last 40 years. In its forty-three years of service, the Dallas-based Airline continues to differentiate itself from other carriers with exemplary customer service delivered by nearly 46,000 employees to more than 100 million customers annually. It is also known for its triple bottom line approach that takes into account the Carrier's performance and productivity, the importance of its people and the communities it serves, and its commitment to efficiency and the planet. Southwest Airlines has shareholder-value through...
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...Strategic Report for Southwest Airlines Tycen Bundgaard John Bejjani Edmund Helmer April 12, 2006 Table of Contents EXECUTIVE SUMMARY............................................................................................... 3 COMPANY BACKGROUND ....................................................................................... 6 PORTER’S FIVE FORCES............................................................................................ 10 MARKET DEFINITION .............................................................................................................. 10 INTERNAL RIVALRY ................................................................................................................. 11 ENTRY ....................................................................................................................................... 12 SUBSTITUTES AND COMPLEMENTS ........................................................................................ 14 SUPPLIER POWER ..................................................................................................................... 15 BUYER POWER .......................................................................................................................... 18 FINANCIAL ANALYSIS.............................................................................................. 19 OPERATION FINANCIALS .................................................................................
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...© 1997 American Accounting Association Accounting Horizons Vol. 11 No. 2 June 1997 pp.12-32 Operating Leases: Income Effects of Constructive Capitalization Eugene A. Imhoff, Jr.. Robert C. Lipe and David W. Wright Eugene A. Imhoff, Jr. is Professor at University of Michigan, Robert C. Lipe is Associate Professor at University of Colorado at Boulder and David W. Wright is Associate Professor at University of Michigan. SYNOPSIS: Lease contracts written in 1994 in the U.S. have been estimated at over $140 billion (London Financial Group Ltd. 1996). The amount of leasing activity continues to grow, particularly op erating-type leases which provide a source of off-baiance sheet financing. However, a recent publication by an international group of representatives from the FASB and six other national and international accounting standard setting bodies suggests that iease accounting should require alt lease contracts to be capitalized as assets and liabilities (McGregor 1996). This suggestion has also been made by the Association for Investment Management and Research (AMIR) in a December 1993 white paper. A previous Horizons paper by Imhoff et al. (1991) illustrated how to constructively capitalize operating leases. However, this prior study focused exclusively on the balance sheet effects for a single period, and assumed the income statement effects were negligible. The current study cites evidence that suggests the income statement effects may be material, and illustrates how...
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...JET BLUE - CASE STUDY EBS 5103 STRATEGIC MANAGEMENT Analyzing Strategic Management Cases “JETBLUE AIRWAYS” UFUK CANDAR FOYA BAHÇEŞEHİR UNIVERSITY Table of Contents INTRODUCTION 3 BRIEF SUMMARY 3 ENVIRONMENTAL ANALYSES: 4 VALUE CHAIN ANALYSIS: 10 FINANCIAL ANALYSIS: 13 SWOT ANALYSIS: 19 SPACE MATRIX: 21 TOWS MATRIX: 24 QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM): 25 CONCLUSION: 26 INTRODUCTION Within case analysis assignment, the JetBlue case is analyzed strategically in this document to set answers for following basic questions: * To make a set of recommendations based on the analysis, * To describe exactly what need to be done for success, * To explain why the proposals will solve the problems, * To suggest how best to implement the proposed solution After giving a brief summary regarding the case of JetBlue has and drawing a general picture of the company, several strategic analysis methods will be used to analysis JetBlue. BRIEF SUMMARY The economic downturn in the late 1990s and 9/11 terrorist attacks in 2001 have severe consequences on airline industry. The demand for air travel dropped and led to decrease in flights and revenue. The security costs increased. Airlines significantly reduced capacities. As a result low-cost strategies with new route services became important. Rebounding of economy by the end of year 2003, the demand for business and leisure travel was expected to grow in low-cost competition...
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...Strategic Report for JetBlue Airways Harkness Consulting Innovation through Collaboration Rosanna Smart Alisher Saydalikhodjayev Sayre Craig April 14, 2007 Table of Contents Executive Summary ………………………………………………..3 Company History ………………………………….………………..4 Competitive Analysis ………………………………………………7 Internal Rivalry …………………………………………………………. 8 Entry ………………………………………………………………………… 9 Substitutes and Complements …………………………………….. 11 Supplier Power ………………………………………………………….. 12 Buyer Power …………………………………………………............... 13 Financial Analysis ………………………………………………….14 SWOT Analysis ………………………………………………………23 Strategic Issues and Recommendations …………………..25 References ……………………………………………………………30 Harkness Consulting 2 Executive Summary From its initial flight in February 2000, JetBlue emerged into the heavily competitive airline industry as the little airline that could. While legacy carriers declared bankruptcy, JetBlue trounced its competition by offering low‐cost, customer‐focused service. Under the direction of the energetic David Neeleman, JetBlue became a major player in the airline industry. Operating domestic flights on a point‐to‐point system, JetBlue primarily manages East‐West and Northeast‐Southeast routes. While this route structure initially proved profitable for the company, rising costs and heated price competition are currently threatening JetBlue’s market share. The com...
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...UNIVERSITY OF HOUSTON – VICTORIASCHOOL OF BUSINESS ADMINISTRATIONECON 6351 ECONOMICS FOR MANAGERS INDUSTRY ANALYSIS PAPER:Airlines IndustryTable of Contents Executive Summary 1 I. Introduction 2 II. Market Structure 4 III. Industry Demand 5 IV. Cost Structure 6 V. Analysis of Competitive Forces (Porter’s Five Forces) 9 a) The Threat of Entry by New Competitors 9 b) The Intensity of Rivalry among Existing Competitors 10 c) Pressure from Substitute Products 11 d) The Bargaining Power of Buyers 11 e) The Bargaining Power of Suppliers 12 VI. Conclusion 12 VII. References 14 VIII. Appendices 16 | Executive Summary Due to the necessity of the services the Airline industry provide, its relevance has increased tremendously over the years, this relevance has induced higher demand and higher expectations in the industry. Thus, entering this industry comes with a big price, the cost associated with airline industry are enormous and with the current fuel and labor cost many airlines are facing their biggest challenge yet, as they all scramble to stay afloat, the pressure to meet passengers demand has never being higher due to the steepness of their demand curve. Airline deregulation was enacted by the government to help ease some of these issues that may arise in this industry, the government saw the need to regulate airline industry prices while still maintaining their services to passengers due to the continuous increase in demand of airline product...
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...School, Family, and Community Connections on Student Achievement Annual Synthesis 2002 A New Wave of Evidence Anne T. Henderson Karen L. Mapp SEDL – Advancing Research, Improving Education The Impact of School, Family, and Community Connections on Student Achievement Annual Synthesis 2002 A New Wave of Evidence Anne T. Henderson Karen L. Mapp Contributors Amy Averett Joan Buttram Deborah Donnelly Marilyn Fowler Catherine Jordan Margaret Myers Evangelina Orozco Lacy Wood National Center for Family and Community Connections with Schools SEDL 4700 Mueller Blvd. Austin, Texas 78723 Voice: 512-476-6861 or 800-476-6861 Fax: 512-476-2286 Web site: www.sedl.org E-mail: info@sedl.org Copyright © 2002 by Southwest Educational Development Laboratory (SEDL). All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from SEDL or by submitting a copyright request form accessible at http://www.sedl.org/about/copyright_request.html on the SEDL Web site. This publication was produced in whole or in part with funds from the Institute of Education Sciences, U.S. Department of Education, under contract number ED-01-CO-0009. The content herein does not necessarily reflect the views of the U.S. Department of Education, or any other agency of the U.S. government, or any...
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...For the exclusive use of M. Park, 2016. CASE: HR-1A DATE: 1995 (REV’D. 04/05/06) SOUTHWEST AIRLINES (A) “The workforce is dedicated to the company. They’re Moonies basically. That’s the way they 1 operate.” —Edward J. Starkman, Airline Analyst, PaineWebber Ann Rhoades, vice president of people for Southwest Airlines, was packing her briefcase at the end of a 17-hour day. Tomorrow was an off-site meeting with the top nine executives of Southwest Airlines. The agenda for the meeting was to review Southwest’s competitive position in light of recent actions by United and Continental, both of whom had entered Southwest’s low fare market. That day’s New York Times (September 16, 1994) had an article that characterized the situation as a major showdown in airline industry: This is a battle royal that has implications for the industry, said Kevin C. Murphy, an airline stock analyst at Morgan Stanley. The battle will, after all, be as much a test of strategy as a contest between two airlines. United and other big carriers like USAir and Continental have decided that they can lower their costs by creating a so-called airline-within-an-airline that offers low fares, few flights, and frequent service. The new operations are unabashedly modeled after Southwest, the pioneer of this strategy and keeper of the healthiest balance sheet in the industry.2 The reasons for this competition were easy to understand. Over 45 percent of United’s revenues came from passengers...
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...create meaning. • Perception is the process by which sensations are selected, organized, and interpreted. 3/8/2012 Copyright © 2011 Pearson Education 2-3 3/8/2012 Copyright © 2011 Pearson Education 2-4 Figure 2.1 Perceptual Process We receive external stimuli through our five senses Hedonic Consumption • Hedonic consumption: multisensory, fantasy, and emotional aspects of consumers‟ interactions with products • Marketers use impact of sensations on consumers‟ product experiences 3/8/2012 Copyright © 2011 Pearson Education 2-5 3/8/2012 Copyright © 2011 Pearson Education 2-6 1 Sensory Systems Vision • Our world is a symphony of colors, sounds, odors, tastes • Color provokes emotion • Reactions to color are biological and cultural • Advertisements, product packages, radio and TV commercials, billboards provide sensations •...
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...382 PART 5 SHAPING THE MARKET OFFERINGS ter p ha C 14 In This Chapter, We Will Address the Following Questions 1. How do consumers process and evaluate prices? 2. How should a company set prices initially for products or services? 3. How should a company adapt prices to meet varying circumstances and opportunities? 4. When should a company initiate a price change? 5. How should a company respond to a competitor’s price change? As a high-end luxury goods provider, Tiffany & Co. knows the importance of preserving the integrity of its prices. Developing Pricing Strategies and Programs Price is the one element of the marketing mix that produces revenue; the other elements produce costs. Prices are perhaps the easiest element of the marketing program to adjust; product features, channels, and even communications take more time. Price also communicates to the market the company’s intended value positioning of its product or brand. A well-designed and marketed product can command a price premium and reap big profits. But new economic realities have caused many consumers to pinch pennies, and many companies have had to carefully review their pricing strategies as a result. For its entire century-and-a-half history, Tiffany’s name has connoted diamonds and luxury. Tiffany designed a pitcher for Abraham Lincoln’s inaugural, made swords for the Civil War, introduced sterling silver to the United States, and designed the “E Pluribus Unum” insignia that adorns $1 bills...
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...Developing Pricing Strategies and Programs Price is the one element of the marketing mix that produces revenue; the other elements produce costs. Prices are perhaps the easiest element of the marketing program to adjust; product features, channels, and even communications take more time. Price also communicates to the market the company’s intended value positioning of its product or brand. A well-designed and marketed product can command a price premium and reap big profits. But new economic realities have caused many consumers to pinch pennies, and many companies have had to carefully review their pricing strategies as a result. For its entire century-and-a-half history, Tiffany’s name has connoted diamonds and luxury. Tiffany designed a pitcher for Abraham Lincoln’s inaugural, made swords for the Civil War, introduced sterling silver to the United States, and designed the “E Pluribus Unum” insignia that adorns $1 bills as well as the Super Bowl and NASCAR trophies. A cultural icon—its Tiffany Blue color is even trademarked—Tiffany has survived the economy’s numerous ups and downs through the years. With the emergence in the late 1990s of the notion of “affordable luxuries,” Tiffany seized the moment by creating a line of cheaper silver jewelry. Its “Return to Tiffany” silver bracelet became a must-have item for teens of a certain set. Earnings skyrocketed for the next five years, but the affordable jewelry brought both an image and a pricing crisis for the company: What...
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...SOUTHWEST AIRLINES CO. 2013 ANNUAL REPORT TO SHAREHOLDERS To our Shareholders: Our goals for 2013 were ambitious. We wanted to stay on track with our five Strategic Initiatives described below. We wanted to maintain our strong Brand, unique Culture, and award-winning Customer Service. We wanted to sustain our strong ontime performance and baggage handling. Finally, we wanted to improve our cost performance, achieve our profit requirement, and return value to our Shareholders. Just like in 2011 and 2012, an enormous amount was accomplished in 2013. As a result, we produced stellar results. Our 2013 net income was a record $754 million, or $1.05 per diluted share, including special items (primarily noncash, mark-to-market, and other items required for a portion of the Company’s fuel hedge portfolio, as well as costs associated with the acquisition and integration of AirTran). Excluding special items1, our 2013 profits were also a record, increasing 93 percent year-over-year to $805 million, or $1.12 per diluted share. Our annual pre-tax return on invested capital, excluding special items (ROIC), was 13.1 percent, nearly doubling 2012’s performance. Total operating revenues were a record $17.7 billion, boosted by strong yields and an 80.1 percent load factor. Through the combination of stable fuel prices and rigorous cost control efforts, we met our goal to improve our cost performance. Despite a roller coaster economy, we achieved record earnings; and, while just short of our...
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...Novel Project Choices Choose two, and make a binder or other container for them. Make sure your project has a table of contents. Cut and paste the instructions for each project at the beginning of that project. See rubric for grading procedures. 1. Character astrology signs. After reading brief descriptions of astrology or sun signs, figure out which signs you think three of the main characters/people from the book were born under. Tell who the three characters/people are, a brief summary of what they do in the book, and the sign that you think fits them. Write an explanation of why you think they fit the sign. As you are explaining why they fit that sign, be sure to recap events from the book to support your thinking—drawing on their actions, attitudes, and thoughts from the book. Here are a couple of links to websites you might want to use as you research different astrology signs: http://www.starlightastrology.com/signsindex.htm http://www.astrology-online.com/persn.htm 2. Heroes and superheroes. Pick a character/person from the book you read. First, describe the character/person--who is she, what did she do in the book, what are her beliefs, etc. Then, select two or three people your character/person would think of as a hero or superhero. Describe the characteristics of that hero or superhero and why those characteristics would be important to...
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...Report On “Porcini's Pronto: Great Italian cuisine without the wait!" Submitted in partial fulfillment of the requirement of Course in Strategic Marketing Management Submitted by: Under the Guidance of: Name: Sitaraman V Iyer Prof Yim Bennett Chi Kin Roll No. 2013963031 MBA Full-Time Batch 2013-14 University of Hong Kong INDEX Serial No. | Topic | Page Numbers | 1 | Executive summary | 3 | 2 | Topics | Introduction | 4 | | | Business Model to select | 6 | | | Porcini Pronto’s business projections under various business models | 7 | | | Analysis | 8 | | | Recommendation | 9 | Executive Summary Porcini's is a full service restaurant chain service chain which operates across 23 locations employing over 900 people generating $94 million in revenue at a profit margin of 4%.Although porcini had been growing consistently over the past few years the management believed that the full service restaurant business was nearing saturation and thus the time was ripe to look at other business models to achieve growth. Given that the focus was to grow domestically Mr Tom Alessio, marketing vice president at porcini, influenced senior executives to consider opening limited menu outlets called Porcini's Pronto to serve interstate highway travelers as most outlets serving this segment were either fast food or low end outlets. The problem in the hands of the management was to identify the right format, locations and overall strategy...
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