Family-Oriented Pre-Trial Intervention Essay Example for Free

Family-Oriented Pre-Trial Intervention Essay Pre-trial intervention (PTI) has been shown to be more effective when the family is involved in the process.   Most PTI programs focus on the treatment given before release from confinement.   Family-oriented PTI programs look beyond the prison set-up and attempt to establish a community for the accused to return to (Dembo, 2003). The reality is that the social stigma against persons released from prison facilities poses a strong hindrance against re-integration into the community efforts towards rehabilitation (Tate, Reppucci, Mulvey, 1995).   By conducting regular and in-depth discussions with the family regarding rehabilitation, the basic social support system of the accused is assured (Dembo, 2003). The present study will replicate a family-intervention system conducted by Dembo, Schmeidler, and Wothke (2003) wherein families were trained to address the rehabilitative process a family-member was undergoing with the end goal of improving PTI.   However, in the study conducted by Dembo et al., the dependent variable was measured through self-report data. The present research will use indicators of reintegration into society along with repeated delinquent acts to assess whether or not family-intervention is indeed a rehabilitative process.   The succeeding sections will reflect the design and method of the research.   The research questions to be answered by the present study will also be clarified in order to show a clear direction of the research being conducted. Research Questions   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The present research will attempt to answer the question as to whether or not family-oriented pre-trial intervention programs improve rehabilitative efforts by increasing the incidence of community participation and integration as well as decreasing the incidence of delinquent behavior.   This question may be answered by looking into the activities engaged in by the offender upon release and with the introduction of family PTI.   The research has several hypotheses: 1.  Ã‚  Ã‚  Ã‚  Ã‚   That family PTI will increase community involvement; 2.  Ã‚  Ã‚  Ã‚  Ã‚   That family PTI will decrease delinquent behavior; and 3.  Ã‚  Ã‚  Ã‚  Ã‚   That family-oriented PTI programs are more effective in fostering rehabilitation than offender-centered PTI. Evaluation Population The main thrust of the research is to assess the efficacy of a proposed pre-trial intervention program.   A family-oriented program will thus be administered to one experimental group while a non-family-oriented program will be applied to another group.   These programs will be administered to one group of individuals and their families. By doing so, there will be greater parallelism in the comparison of the two programs.     Ã‚  Ã‚   Considering that the family set-up is most relevant in the case of minors, the present study will limit its population to juvenile delinquents (Alexander Parsons, 1973). In particular, this research will limit its population to minors still living with their parents.   In order to obtain a sufficient number of participants, several penal facilities will be asked for consent for the participation of their detained juvenile delinquents who have not yet started with their PTI programs.   This will control for confounding effects of other PTI programs which may be administered by the penal facility. Evaluation Design The design to be used in the present research is the experimental design.   The experimental design has been lauded as the most rigorous design.   It is essentially the gold standard of research designs because of its ability to isolate the independent variables being studied and their relationship with the dependent variables (Creswell, 2009). This is the most appropriate design for the research to be conducted because the juvenile delinquents who will give consent to participation in the experiment will be randomly assigned into two groups.   These two groups are the experimental and control groups.   Moreover, previous research has shown that rigorous methods provide the best results with respect to reduced recidivism in studies of juvenile delinquents (Latimer, 1999). The experimental and control groups will be identical in all regards except for the presence of family-intervention in the experimental group.   In both groups, the juvenile delinquent will undergo identical PTI processes wherein they will receive treatment and training regarding rehabilitative practices. However, in the first group there will be an added intervention wherein the researchers will actively foster a dialogue with the family of the juvenile delinquent in order to help them understand and cope with their child’s rehabilitation.   In order to assess whether changes have truly resulted, a pre-intervention assessment will be administered to the participants and their families.   After a period of six months the assessment will be administered again in order to track any changes in disposition and placement of the juvenile delinquents. Population and Sample The study will limit the number of participants to forty due to the longitudinal nature of the study and due to the need for in-depth counseling to be undertaken with the families involved.   Time and resource constraints would not support a study involving an experimental group of more than twenty families. The participants will be chosen primarily based on their prior reception of PTI treatment and the fact of residence with family members.   Demographic factors such age, gender, social status and family situation will be recorded and assessed but will not serve as criteria for acceptance into participation.   By doing so, the experiment retains a higher external validity.   However, the recording of these factors will broaden the discussion and interpretation of results as the effect these factors play on the rehabilitation of participants may emerge as serendipitous findings.

The Internet :: Exploratory Essays Research Papers

Introduction Welcome to a world beyond reality; a world full of problems, promise, and possibilities. You are now in hyperreality, virtual reality, or cyberspace. It is whatever you want it to be. "[T]he Internet is like a highway, feeding small communities and large cities, and connecting their loops, backroads and alleyways" (Estrada XU). In other words, the Internet is a network of networks-a web that connects a vast number of computers. Wait! Don't give up yet, it's easier than you think. Using the Internet isn't "rocket science". An area that was once only for researchers is now used by a wide range of people from elementary students to farmers. The internet is an interactive environment. In her book, The Internet Companion Plus, Tracy Laqey gives the difference between television and the Internet by saying that when it comes to television, "we are only the watchers, but with the Internet we are "the reporters, the viewers, and the production team" (3). The Internet has very few restrictions these days, so for the most part you are free to do and say whatever you choose. It is the value of what you say, not who you are, that gets people to listen. The Internet is an "open and sharing environment" (3), as well as a complicated environment. With every involved endeavor a certain amount of information is required to fully enjoy and benefit from the experience. As for the Internet, this information is at first overwhelming. Let's put aside the details of connecting the systems and the technicalities and concentrate on the actual usage of the web. The internet has made our lives easier through ingenious inventions like computeriz ed card catalogs and e-mail. But, in order to fully understand this huge system, we must first know where it came from. The Internet had a modest start as ARPANET, a U.S. Defense Department network, and was designed to withstand a nuclear bomb attack. Information could be put in many different places to avoid a centralized storage of information. It was later split into two networks, and from one of these networks the Internet was born. Today the Internet has evolved into a monster. In their book, The Mosaic Handbook, Dale Dougherty, Richard Koman, and Paula Ferguson describe the Internet as "a cultural icon . . . [it] has come to represent what the future looks like today" (2). The possibilities are endless, and although we won't list them all here, we will introduce a few.

Chapter 6 – Planning Capacity

chapter 6: Planning capacity Capacity the maximum rate of output of a process or a system. Acquisition of new capacity requires extensive planning, and often involves significant expenditure of resources and time. Capacity decisions must be made in light of several long-term issues such as the firm’s economies and diseconomies of scale, capacity cushions, timing and sizing strategies, and trade-offs between customer service and capacity utilization. Planning capacity across the organizationAccounting provide cost information needed to evaluate capacity expansion Finance financial analysis of proposed capacity expansion investments and raises funds Marketing demand forecasts needed to identify capacity gaps. Operations selection of capacity strategies that can be implemented to effectively meet future demand. Human Resources hiring and training employees needed to support internal capacity plans. planning long-term capacity When choosing a capacity strategy: How much of a cushi on is needed to handle variable or uncertain demand? Should we expand capacity ahead of demand, or wait until demand is more certain? easures of capacity and utilization Output Measures Are best utilized when applied to individual processes within the firm, or when the firm provides a relatively small number of standardized services and products. For example, a car manufacturing plant may measure capacity in terms of the number of cars produced per day. Inputs Measures Are used for low-volume, flexible processes (custom products). For example a custom furniture maker might measure capacity in terms of inputs such as number of workstations or number of workers. The problem of input measures is that demand is expressed as an output rate.If the furniture maker wants to keep up with demand, he must convert the business’s annual demand for furniture into labor hours and number of employees required to fulfill those hours. Utilization Degree to which a resource (equipment, space, w orker) is currently being used. Utilization= Average Output RateMaximum Capacityx 100% The numerator and the denominator should be measured in the same units. A process can be operated above the 100%, with overtime, extra shifts, overstaffing, subcontracting, etc, but this is not sustainable for long. Economies of scaleEconomies of scale The average unit cost of a service or good can be reduced by increasing its output rate. Why? * Spreading fixed costs same fixed costs divided by more units * Reducing construction costs doubling the size of the facility usually doesn’t double construction costs (building permits, architect’s fees, rental) * Cutting costs of purchased materials better bargaining position and quantity discounts * Finding process advantages speed up the learning effect, lowering inventory, improving process and job designs, and reducing the number of changeovers. diseconomies of scaleDiseconomies of scale The average cost per unit increases as the facili ty’s size increases. The reason is that excessive size can bring complexity, loss of focus, and inefficiencies. capacity timing and sizing strategies sizing capacity cushions Capacity cushion=100%-Average Utilization rate (%) When the average utilization rate approaches 100% for long periods, it’s a signal to increase capacity or decrease order acceptance to avoid declining productivity. The optimal capacity cushion depends on the industry. Particularly, in front-office processes where customers expect fast service times, large cushions are vital (more variable demand).For capital-intensive firms, minimizing the capacity cushion is vital (unused capacity costs money). timing and sizing expansion Two strategies: * Expansionist strategy large, infrequent jumps in capacity. Is ahead of demand, and minimizes the chance of sales lost to insufficient capacity * Wait-and-see strategy smaller, more frequent jumps. It lags behind demand. To meet any shortfalls, it relies on sho rt-term operations (overtime, temporary workers, subcontractors, postponement of preventive maintenance on equipment).It reduces the risk of overexpansion based on overly optimistic demand forecasts, obsolete technology, or inaccurate assumptions regarding the competition. This strategy fits the short-term outlook but can erode market share over the long run. Timing and sizing of expansion are related: if demand is increasing and the time between increments increases, the size of the increments must also increase. An intermediate strategy can be â€Å"follow the leader†, so nobody gains a competitive advantage for being ahead of demand, and everyone shares the agony of overcapacity in the other case. inking capacity and other decisions Capacity cushions in the long run buffer the organization against uncertainty, as do resource flexibility, inventory, and longer customer lead times. If a change is made in any one decision area, the capacity cushion may also need to be changed to compensate. For example: Lower volume of production (more capacity cushion) to raise prices or vice versa. a systematic approach to long-term capacity decisions 4 steps: 1. Estimate future capacity requirements 2. Identify gaps by comparing requirements with available capacity 3. Develop alternative plans for reducing the gaps . Evaluate each alternative, both qualitatively and quantitatively, and make a final choice step 1: estimate capacity requirements A process’s capacity requirement is what its capacity should be for some future time period to meet the demand of the firm’s customers (external or internal), given the firm’s desired capacity cushion. Larger requirements are practical for processes or workstations that could potentially be bottlenecks in the future, and management may even plan for longer cushions than normal. Capacity requirements can be expressed in: * Output measure * Input measureEither way, the foundation for the estimate is forecasts of demand, productivity, competition, and technological change. The further ahead you look, the more chance you have of making an inaccurate forecast. Using output measures Demand forecasts for future years are used as a basis for extrapolating capacity requirements into the future. If demand is expected to double in the next 5 years, then the capacity requirements also double. For example: Actual demand 50 customers per day; expected demand = 100 customers per day; desirable cushion = 20%. So capacity should be (100)/(1-0. )=125 customers per day. Using input measures Output measures may be insufficient in these situations: * Product variety and process divergence is high (customized products) * The product or service mix is changing * Productivity rates are expected to change * Significant learning effects are expected In these cases, an input measure should be used (number of employees, machines, trucks, etc) One product processed When just one service or product is processed at an operation and the time period is a particular year, the capacity requirement (M) is: M=DpN[1-C100]D=demand forecast for the year (number of customers served or units produced) p=processing time (in hours per costumer served or unit produced) N=Total number of hours per year during which the process operates C=desired capacity cushion (expressed as a percent) M=number of input units required and should be calculated for each year in the time horizon Many products processed Setup time time required to change a process or an operation from making one service or product to making another. To calculate the total setup time D/Q*s Where D=demand forecast for the yearQ= number of units processed between setups s= time per setup For example, if the demand is 1200 units, and the average lot size is 100, there are 1200/100=12 setups per year. Accounting for both processing and setup times for multiple products, we get: M=[Dp+DQs]product 1+[Dp+DQs]product 2+†¦+[Dp+DQs]product nN[1-C100 ] When â€Å"M† is not an integer and we are talking about number of machines, you can round up the fractional part, unless it is cost efficient to use short-term options, such as overtime or stockouts.But if we are talking about number of employees and we get 23. 6, we can use 23 employees and use a little overtime (in this case, 60% of a full-time person). step 2: identify gaps A capacity gap is any difference (positive or negative) between projected capacity requirements (M) and current capacity. step 3: develop alternatives Develop alternative plans to cope with projected gaps. One alternative is the base case do nothing and simply lose orders from any demand that exceeds current capacity or incur costs because capacity is too large.Other alternatives: various timing and sizing options (expansionist or wait-and-see strategies); expanding at a different location; and using short term options. For reducing capacity, the alternatives include closing plants, laying off employ ees, reducing days or hours of operations. step 4: evaluate the alternatives Evaluate qualitatively and quantitatively. Qualitative concerns The manager looks at how each alternative fits the overall capacity strategy and other aspects of the business not covered by the financial analysis (uncertainties about demand, competitive reaction, technological change, and cost estimates).Some of these factors can’t be quantified and must be assessed on the basis of judgment and experience. Quantitative concerns The manager estimates the change in cash flows for each alternative over the forecast time horizon compared to the base case. tools for capacity planning waiting-line models Are useful in high customer-contact processes. Waiting-line models use probability distributions to provide estimates of average customer wait time, average length of waiting lines, and utilization of the work center.Managers can use this information to choose the most cost-effective capacity, balancing cu stomer service and the cost of adding capacity. This topic will be treated more deeply in the appendix (siguiente resumen) simulation Simulations can identify the process’s bottlenecks and appropriate capacity cushions, even for complex processes with random demand patterns and predictable flows in demand during a typical day. decision trees A decision tree can be particularly valuable for evaluating different capacity extension alternatives when demand is uncertain and sequential decisions are involved.

Illinois State University Acceptance Rate, SAT/ACT Scores, GPA

Illinois State University is a public university with an acceptance rate of 89%. Established in 1857, Illinois State University is the oldest public university in the state of Illinois. The campus is located in Normal, a small city less than three hours from Chicago, St. Louis, and Indianapolis. The university has broad academic strengths, and programs in business, education, and nursing are all highly regarded nationally. Students can choose from more than 200 academic majors and minors. Classes are supported by a 19-to-1  student/faculty ratio, and about two-thirds of classes have fewer than 30 students. In athletics, the Illinois State Redbirds compete in the NCAA Division I  Missouri Valley Conference. The university fields 17 Division I teams. Considering applying to Illinois State University? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, Illinois State University had an acceptance rate of 89%. This means that for every 100 students who applied, 89 students were admitted, making Illinois States admissions process somewhat less competitive. Admissions Statistics (2017-18) Number of Applicants 12,886 Percent Admitted 89% Percent Admitted Who Enrolled (Yield) 32% SAT Scores and Requirements Illinois State University requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 70% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 510 600 Math 500 590 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of Illinois States admitted students fall within the top 35% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Illinois State scored between 510 and 600, while 25% scored below 510 and 25% scored above 600. On the math section, 50% of admitted students scored between 500 and 590, while 25% scored below 500 and 25% scored above 590. Applicants with a composite SAT score of 1190 or higher will be particularly competitive for Illinois State. Requirements Illinois State University does not require the SAT writing section for admission. Note that Illinois State does not superscore the SAT; the admissions office will consider your highest composite score from a single sitting. ACT Scores and Requirements Illinois State requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 58% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 20 26 Math 19 26 Composite 20 26 This admissions data tells us that most of Illinois States admitted students fall within the top 49% nationally on the ACT. The middle 50% of students admitted to Illinois State received a composite ACT score between 20 and 26, while 25% scored above 26 and 25% scored below 20. Requirements Note that Illinois State does not superscore ACT results; your highest composite ACT score will be considered. Illinois State does not require the ACT writing section. GPA In 2018, the average high school GPA of Illinois States incoming freshmen class was 3.39, and over 58% of students had average GPAs of 3.25 and above. These results suggest that most successful applicants to Illinois State University have primarily B grades. Self-Reported GPA/SAT/ACT Graph Illinois State University Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to Illinois State University. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances Illinois State University, which accepts 89% of applicants, has a slightly selective admissions process. If your SAT/ACT scores and GPA fall within the schools average ranges, you have a strong chance of being accepted. Illinois State also requires that applicants complete a core high school curriculum including 4 years of English, 3 years of math, 2 years of natural science (including labs), 2 years of social science, and 2 years of foreign language or fine arts. Applicants with the strongest academic records have the best chance of admission. Note that some programs at Illinois State are more selective than others. Students with borderline grades or test scores are encouraged to submit an optional academic personal statement to explain their academic performance. In the graph above, the blue and green dots represent accepted students, and most of them had a high school average of B- or higher, an ACT composite score of 18 or higher, and a combined SAT score (ERWM) of at least 950. An applicants chances for admission increase measurably with grades and test scores above these lower ranges. If You Like Illinois State University, You May Also Like These Schools Michigan State UniversityUniversity of MissouriPurdue UniversityIndiana University - BloomingtonNorthwestern UniversityOhio State University All admissions data has been sourced from the National Center for Education Statistics and Illinois State University Undergraduate Admissions Office.

Stepping Up For Stem Education Act - 1597 Words

Stepping up to STEM Education Act is a state-based program that was introduced by representative Michael Honda, who represents the 17th Congressional District. This bill, also known as H.R. 565 was first introduced to congress on January 27th, 2015. It was then referred to the House Committee of Education and Workforce. On April 29th, 2015 it was then referred to the subcommittee of Early Childhood, Elementary and Secondary Education where this bill still stands for revisions. This legislation seeks to improve a child’s learning opportunities through incorporating all four subjects of Science, Technology, Engineering and Mathematics. This will put emphasis on more educational technology research projects to improve school curriculums and introduce the younger generation to the 21st century workforce. This bill will provide equal access to all students, giving them access to the best digital resources to promote better learning experiences. Teachers will be trained specifically on effective ways to utilize new instructional strategies that will aid students of different background to achieve better grades in school. Through this program, there will be partnerships with agencies and research facilities that focuses on educational success by utilizing, testing and assessing the impact of today’s technology on student learning outcomes. Grants given to this program will not go beyond 20 million dollars (Stepping Up to STEM Act, 2013). These funds will only be used towardsShow MoreRelatedThe Issue Of South Africa1714 Words   |  7 Pages† horrific tactic â€Å"of social engineering.† The concept behind apartheid emerged in 1948 when the nationalist party took over government, and the all-white government enforced â€Å"racial segregation under a system of legislation† . 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Government Enforcement, Crime And The American Population...

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Nevertheless, with the evolution of law enforcement, crime and the American popul ation have also evolved. In the present-day United States, fear and unrest regarding personal rights and freedoms are overwhelmingly prevalent, often creating controversy between the public and the police. Under democratically-inspired legal restraints, notably the Bill of Rights, the Fourth, Fifth, Sixth, Eighth, and Fourteenth Amendments to the United States Constitution ensure the personal rights and freedoms of American citizens against certain police-related matters. The Fourth Amendment to the United StatesShow MoreRelatedThe Alcohol Prohibition in the United Sates1849 Words   |  7 Pages On January 16, 1920 many Americans felt that their voices had finally been heard. Their hard fought war was over. They had finally sent John Barleycorn to the grave. They believed the United States could now escape poverty and families could prosper. On January 16, 1920 the 18th amendment went into effect. 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Easy Jet Free Essays

The  marketing audit  is a fundamental part of the marketing planning process. It is conducted not only at the beginning of the process, but also at a series of points during the implementation of the plan. The marketing audit considers both internal and external influences on marketing planning, as well as a review of the plan itself 1. We will write a custom essay sample on Easy Jet or any similar topic only for you Order Now Environmental Audict on Easy jet(the factors that can influnce the company) A)Five porter’s forces: *Threats from new entrants : When new airlines enter the market ,how they affect easy jet *Threats from subsititue products: more options to go to a destination such as buses,train.. ow these things affect easy jet *Bargaining power of suppliers: if plane manufacturer factories sell planes with a high price ,how this affect the easy jet’s finance *Bargaining power of buyers: for instance easy jet makes a contract with plane factories for 10 years with the fixed charge so the factory can’t increase the price during this time. Bargaining lets you buy products at a cheaper rate *Internal Rivalry: Internal competation ,easy jet fight against other airlines Threat of substitutes-this can be anything that can be a substitute to EasyJet or airline industry in general. For instance, another airline with even lower prices, consumers opting to use other modes of transport (trains for instance). When Heatrow was hit by that huge fog just before Christmas and no planes were flying, Eurostar trains were suddenly all booked. I would think, however, that for Easy Jet, there would be no big threat of substitutes. There is a threat of ever growing competition but this isn’t the case of substitutes. Substitues are in other words ‘me too’ products which are less likely to occur in airline industry or service industry then in FMCG. I think. Buyers-here you can list down any possible threats from buyers. This is where you look at the relationship between Easy Jet and its targeted consumers. How strong is Easy Jet brand? Do consumers believe in, and to, Easy Jet? Are they loyal to Easy Jet or do they switch to other airlines with no real or perceived risks? If yes, why? If not, why not? Do consumers have alternative to Easy Jet? If yes, and I would say they do, how does the relationship between Easy Jet and its consumers change? Who has greater leverage in this relationship, consumers or Easy Jet? Who is more dependable on whom, why and to what extent? Etc†¦ Ask as many questions as you can and you will get your answer. Talk to someone who has used Easy Jet services, ask them what they liked and disliked about it, would they use it again and why, how do they feel about Easy Jet, how did they decide to fly with Easy Jet, will they choose Easy Jet again B)Swot analysis: 4 main strenghts and the opposite ones are for weaknesses *Finance *Technology *HR Department *Reputation and image EasyJet Airline Company Limited: Strengths: * EasyJet is a leading provider of  low budget, no frills air travel  servicing many of the leading city destinations in the UK and across Europe, including Berlin, Amsterdam, Barcelona, and Prague. They offer a high quality service at competitive prices and offer a number of features including ticketless travel, internet booking and assisted travel services. * They have a  highly distinctive livery  on their fleet of aircraft making them easily recognisable and distinguishing them from their competitors. * They have a  user friendly website  which fully discloses th e price breakdown of the passengers planned travel. Offering a full breakdown of the price plan prevents any hidden charges when the customer confirms there booking. EasyJet offers an online promotion alert which is e-mailed to existing customers and contact on the company’s database. * Recognised as a leading brand name in the UK travel industry. * As a market leader in an industry widely seen as a leading contributor to the green house effect and global warming, EasyJet actively embrace there environmental responsibilities and continue to keep these factors as a keep priority when developing their future strategies. * EasyJet operate a fast and efficient service with an average turnaround time of 30 minutes or below. This enables them to maintain a reliable and hassle free service to their passengers. * For the case study,planes and turnaround times means to take short time on departure,use of internet,financial position The easy brand is a well known brand across the UK and  some areas of Europe. It is knownfor ‘low cost for the masses’ which is implied by their orange culture. They want to paint the worldorange, implying that they want to provide goods and services at the lowest possible price. easyJeteasyJet only offers a single fare class. Its pricing strategy is to offer ‘value for money’ and this is  doneby keeping costs to a  minimum. Unit costs are kept  low by eliminating travel agents, maintaining highaircraft utilisation, focusing on internet sales, eliminating unnecessary service frills, operating a fleet of  similar aircraft and establishing long-term agreements with suppliers. One of the key strengths of easyJet has been the utilisation of the internet. easyJet bookings over theinternet relate to  over 92% of total sales and  is expected to increase. They see themselves as  becomingthe first internet only airline. Strengths: †¢ Cheap tickets. †¢ A simple fare structure. †¢ Image, differentiation on price andbrand. †¢ Commitment to customer service. †¢ Multi-base network. †¢ Strong corporate culture. †¢ Flexibility to change bookings on theinternet. †¢ Lower costs than the  established airlines Weaknesses: * Domestic air travel is an extremely competitive industry with  EasyJet’s main competitors being Jet2, BMI Baby, Ryan Air plus a host of smaller independent competitors. These external competitive forces can restrict and shape pricing policy on some of  EasyJet’s less profitable routes as they seek to compete with their competitors. * They do not offer a free food service on longer flights of 2 hours plus. asyJet has many weaknesses but the main include the lack of service,flexibility and  business focus making  the low-cost model  unappealing to  business travellers. Businesstravellers are not included within easyJet’s business model. Since September 11 business  travellersaccount for 50% of passengers and therefore should be a target fo r marketing and should be included inthe business model. This can be seen as a weakness for not targeting this segment. easyJet’s business model also relies on people flying more often. However, there is a limit as to howoften people fly. The growth is not infinitive, it is possible that the low-cost market will be saturated. Itwill come to a point when the low-cost airlines will not be able to stimulate any more demand fromlow prices. (CPRE: The Future Development of Air Transport in the UK, July 2003 Weaknesses: †¢ Pilots over 65 are not allowed to fly over  France, Italy and Portugal. †¢ No guaranteed departure. †¢ No unaccompanied children under age of 16. †¢ No autopilot. †¢ Lack of service, flexibility and business focusmake the low-cost model unappealing tobusiness travellers. †¢ Focus on price and convenience is reaching itslimit. Differentiation will be difficult. †¢ Due to quick success it is difficult to recruitand train new staff. †¢ No customer retention scheme Opportunities: * Possible opening of alternative routes to major cities in Europe. A key route could be from Dublin to the UK, as this has a large potential for travellers going to soccer matches in the UK plus new links into corporate flyers to and from the UK. * Offering of free refreshments on flights with a travel time of over two and a half hours. This would offer an extra perk and comfort to passengers making their experience with EasyJet all the more comfortable and enjoyable. Updated versions of the fly on the wall documentaries would provide the brand with more coverage and publicity. The opportunities in the industry mainly come from the Eexpansion. On the 1st of  May 2004, 10 countries will be joining the  EU. Thus, the EU’s membership will be  expanded from 15to 25 countries. The new states include former members of the Eastern Block and smaller â€Å"island†states. (bized. ac. uk) These are Cyprus, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta,Poland and the Slovak Republic. Further EU expansion is expected in 2007 when Bulgaria andRomania are hoping to join the EU, while Turkey is now currently negotiating its membership. (europa. eu. int)The addition of more than 100 million people to the EU’s market of 370 million will present anopportunity for further growth  for the low-cost airline industry. easyJet has already announced its newroutes from Luton, Berlin and Dortmund airports to Budapest (Hungary) and from Stansted airport toLjubljana (Slovenia). (easyJet. com) Threats: * Competitors flying the same routes compete very competitively on price forcing pressure on margin on more popular flights and time slots. External market forces can have a significant impact on  EasyJet’s business, e. g. the rising cost of oil can have a significant impact on running costs putting significant pressure on the profitability of less popular routes and time slots. * Pressure from unions and employee relations committees can signifigantly impact on the day to day operations with strikes proving to be very costly to the company’s image. * Economic downturn may lead to a decrease in casual flyers and corporate travel as companies seek to curtail what they see as unnecessary expenditure and in turn make less business trips.   Financial Analysis Within the  low-cost/no-frills  airline industry in  the UK,Ryanair  is easyJet’s main  competitor. Inevaluating the  financial performance of  easyJet, it  is therefore useful to  compare its performance withthat  of Ryanair. For the purpose of  this  comparison, we will be making use of a  number of ratioswhose formulae follow that of FAME. The data used for this financial analysis are easyJet’s unauditedpreliminary results for their financial year ended 30 September 2003, which provided results for boththe year ending  30 September 2002 and  2003. Ryanair’s financial year-end however is 31  March 2004. Therefore in  order to obtain data that  would be directly comparable, it  was necessary to use data fromtheir half-year which ends 30 September 2002 and 2003, and to use figures taken from their financialyear end 31 March 2002 and 2003. This enabled us to obtain figures for a full 12 months ending 30September 2002 and 2003. For a quick overview of all ratios refer to Appendix 3 and details of allcalculations  are contained in  Appendix  4. All financial  reports were obtained from downloadsavailable onwww. easyjet. com  and  www. ryanair. com. The first numerical set of data to  be analysed is the Profit and Loss Account. This deals with therunning of the business, i. e. the amount of turnover, the cost of what has been sold, the expensesgenerated during the year and of course the profit that has been made, perhaps the figure that theshareholders are  most interested  in, but there  are other criteria that  could affect the profitability of thecompany PEST analysis for easyJet The following factors are likely to have an influence on the airline industry and should therefore be taken into account when formulating a Marketing Plan for easyJet. Politico-legal factors †¢ Threat of war in the Middle East †¢ The Air Miles scheme is not considered as a taxable perk by the government in the way that company cars are taxed which may change to allow easyJet to compete on more equal grounds with the likes of BA. †¢ A EU east-enlargement may provide access to viable, new markets. Economic factors †¢ Likelihood of increasing fuel costs, congestion and other environmental restrictions, as well as the prospect of higher security and insurance costs to reflect the risk of terrorism. As the recession is likely to last for some more time, business travellers will keep an eye on their travel expenses. †¢ Globalisation should continue to boost traffic in the long-term. †¢ The introduction of the single currency in Europe is likely to bring more business to easyJet as Europe becomes more integrated. Socio-cultural factors †¢ To win over the French and German publics might cause problems as there appears sti ll to be a general reluctance to use credit cards over the phone and Internet . †¢ The public are general quite friendly to the prospect of cheap flights. However they may feel begrudged where they see promotions found in newspapers where flight are for ? 10 only to find that the actual cost is much higher for the particular time or day they wish to fly on. Technological factors †¢ A key issue will be the extent to which technological advancements – such as the use of the Internet on distribution and cost synergies from industry consolidation – can offset upward pressures on prices and costs. †¢ easyJet has to keep track of technological developments in the field of e-commerce and aircraft manufacture in order to gain a competitive advantage. CONTINUE.. The business environment is a set of political, economic, social, technological, environmental and legal factors otherwise know as PESTLE analysis. These factors are not controlled by the business. Which means that businesses must adapt quickly as the environment changes. These macro factors have a positive or negative impact on the business. The political factor can be affected through tax policies as Easyjet are charged with landing in different countries, employment laws, environment regulations, trade restrictions, tariffs and the government. The economic factor is forever changing with prices constantly fluctuating. For example oil prices increasing affects overall profits for the company which in return affects how much money Easyjet can invest on improving the airline or giving back to the communities. Baines, Phil and Page (2008a) explain firms are effected by environmental issues such as wage inflation, price inflation, gross domestic product and income sales and corporation taxes. From the social aspect this looks highly on safety of the airline and its staff and passengers. Which then attracts passengers to fly again after being ensured of safe and secure flights. To keep up in technology Easyjet must be internet dependant as flights are booked and checked via the internet. Therefore customers need to be satisfied with a quick and simple service. Easyjet also have a great career attitude which commits staff to be up to a excellent standard of service. Technology plays a huge factor within Easyjet as it has to rely hugely on the reliance of technology. Also as things improve technology becomes cheaper which means barriers to entry could be lower for competitors to join which could affect the profit of Easyjet. â€Å"Barriers to entry are designed to block potential entrants from entering a market profitably. They seek to protect the monopoly power of existing firms in an industry and therefore maintain supernormal profits in the long run. Barriers to entry have the effect of making a market less contestableâ€Å". (Tutor2u n. d) To prevent this research and development expenditure can act as an obstruction to potential entrants to industry PEST analysis PEST analysis is chosen, to look at the possible business environmental impacts that may affect theindustry and easyJet. It can be used to infer a variety of trends, patterns and projections which willinfluence easyJet’s future strategic decisions (ACCA 2004). PEST analysis was chosen over SLEPTanalysis as we found it difficult to differentiate between legal and political factors. The legal issubsumed into political. Consideration will be made to the political, economic, social and technologicalenvironments that may affect the industry and easyJet in the future. Political Environment The industry and easyJet must react to any regulations that are imposed by the political party and thecorporate governance code. The EU compensation ruling that will take affect in 2005 is currently beingchallenged by easyJet as well as other airlines. If this challenge is unsuccessful then it would meanincreases, in  legal battles, compensation payouts and  overall increases in costs. As  a result, fare  prices easyJetwill increase and demand will fall. This would make  it very difficult to see  the future for the  low-costindustry. Expansion of the UK airport system will play a major role in the future of the airlines growth model. Stansted is expected to have one additional runway and terminal, increasing UK air traffic growth to402 million by 2020, 501 million passengers by 2030 (Mintel report 2003). The government are seeingthe benefits that the aviation industry can bring to the country. The question that remains to beanswered is, for how long are the government willing to help the growth of the industry before theystart to intervene? Any intervention from the government is likely to be costly in the future to theindustry. Economic Environment The government may decide to impose taxes on  the industry. A possible introduction of  a ‘Green tax’,a tax on fuel to try and reduce the pollution that it causes, would increase the costs and as a result couldraise easyJet’s fares by more than 20% (Financial Times, 1 st November 2003). Also the ? 6 billionworth of subsidies that is currently received from the government may be reduced over time to limit thegrowth of the industry. The growth of the industry may need to be controlled to keep pollution to aminimum. As subsidies decrease there will be  an adverse affect on  fare prices causing demand to fall. This will also affect the business model as it would need to be revisited. The recent rises in the UK interest rate, which currently stand at 4%, has increased the public’sliabilities. People have less disposable income and as a result are less likely to travel abroad. Theincreases will also affect easyJets’s loan repayments on its new order of aircrafts. At present, paymentsrelating to  the purchase are not  included in the hedging  policy and therefore will affect the liabilities of  easyJet. Social and Cultural  environment The UK population as a whole are aging, people are living longer. The number of people between theage of 25 and 34 has been decreasing but the age group between 55 and 64 are expected to increasefrom 2005 (Mintel report 2003). The older age group tends to have more disposable income (SAGAholidays target this group) and therefore should be targeted more by easyJet. Saying this, younger  people who have less disposable income are now starting to go abroad for their holidays. This meansthat the airline industry is attracting more potential passengers because of their low fares. Technological  environment easyJeteasyJet’s use of the internet needs to be enhanced, they are aiming to become the first ‘web-only’airline. Currently 92% of their tickets are sold online and improving this figure will bring cost savingwhich in turn could  be passed on  to the consumers. This will make easyJet more competitive on price. easyJet will need to  keep track of  technical developments in e-commerce and  aircraft manufacturing inorder to compete against its rivals 2. 7ps Marketing Mix of Easyjet Product  Ã¢â‚¬â€œ Easy Jet is a flight booking company located at London. The  benefits  of Easy Jet being online and on teletext means that they are providing better margins; this is where they are dedicated to customers digitally. Place  Ã¢â‚¬â€œ Not solely online but majority of sales are online so Easy Jet will concentrate on this target market. Today, technology allows us to sell more goods to fewer people, which is far more efficient than selling fewer goods to more people. This is confirmed by Peppers and Rodgers in their Marketing concept. Peppers an advertising executive and Rogers a marketing scholar, their concepts addressed â€Å"one to one marketing†and how it concentrates on providing services or products to one customer at a time. This is by identifying and then meeting their individual needs. It then aims to repeat this many times with each customer, this is so consumers feel relationships are in place when perhaps they are forged. Price  Ã¢â‚¬â€œ With Easy Jet being on the internet for such a long period it means it has cut out aspects such as â€Å"the post†, this is because tickets and boarding passes are now emailed to customers or printable online, therefore â€Å"cutting out the middle man†. Promotion  Ã¢â‚¬â€œ Easy jet’s website is offered through search engines and travel/flight comparison websites, this is both advertising and selling their service. They also send members emails with promotional offers. Physical Evidence  Ã¢â‚¬â€œ Although Easy Jet is based mainly online now, Easy Jet are still booked through travel agents or in the airport itself. Physically offline Easy Jet have recently in the previous few months been advertising in Sainsbury’s stores by staff (uniformed Easy Jet T-shirts), advertising there new partnership. Physical evidence online differs, they have aspects such as â€Å"security icon† and policies in place which gives consumers a sense of security when booking online. People  Ã¢â‚¬â€œ On Easy Jet’s website they have sections, such as blogs, FAQ’s and a whole section dedicated to customer service to try and give consumers a sense that even though they are online they still have some form of contact to Easy Jet. Process  Ã¢â‚¬â€œ As mentioned above Easy Jet integrates online and offline by having customer service in the airport and online. CASE STUDY Product: Easy jet is an low cost budget airline as well as no frill. The easy brand has been extended to other products. There are now easyinternet cafes,easycar,easymoney and new easycruise products. Price: There 3 types of pricing which are Premium Pricing this is for specific segment of people for example apple targets for certain people. Low cost pricing which is for easyjet,targeting low cost price and low income people. Psycological pricing,99p instead of 1pound They use a low cost price to be competitive Place: It means Distrubition . Distrubition has manufacturer,agents,wholesalers,retailers,consumers. The more distrubition you have ,the more expensive your products will be. easy jet has manufacturers and directly deals with consumers so they save money. lmost 90 percent of tickets are sold through the internet for the 10 percent agents sell so they sometimes deals with agents too. Promotion : internet People : Paperless opeartions since its launch easyjet have simplified its working practices by embracing the concept of the paperless office. they do everything online rather than people going to branches and taling face to face ,everthing can be done online so easyjet save s money for hiring less people Process : Ticketless travel passengers,instead receive an email containing their travel details and confirmation number when they book online. his helps reduce significantly the costs of issuing,distrubuting,processing and reconciling millions of tickets each year Physical Evidence: it means beauty,new planes ,comfort flights†¦ Each boeing is new 737 aircraft and has a list price in the region of 35million gbp. Therefore maximising utilisation of each aircraft reduces the unit cost NOTES FROM THE CASE STUDIES MARKETING:The mutual satisfactions of both suppliers and customers. The method is the process of shaping and managing the marketing mix in a way which takes into considerition the needs of the customer and the goals of the organisation at one and the same time. Marketing is the performance of business activities that direct the flow of goods and services from organisation to their customers. Chartered Institute of Marketing defines marketing as; The management process which identifies ,anticipates and satisfies customer requirements effciently and profitably Professor Philip Kotler 1999 states;Marketing is a social and managerial process by which individuals and groups get what they need and want through creating,offering and exchanging products of value with others. People don’t only buy what they want to ,they buy them because of the value of products they require. Marketing is concerned with customers ,they are the main element in marketing not quality or products. If customers are demanding for new products features,marketing department will have to communicate these requirements to the production department to make provision for new processes and new machinery. On the other hand if the customer change their pattern of shopping or seek more information regarding the safe us of product ,the company may have to recruit new marketing executives to match up to the demand. )Using technology on easyjet One of the most important developments in the UK travel industry in the last 15 years is the growth of the ‘budget’ or ‘no frills’ airlines, easyJet and Ryanair. Both of these airlines were launched when new regulations made it easier to operate between countries within Europe and both used new technology and other methods to sell seats, rather than through traditional high street travel agents. The growth of both companies has been exceptional and the airlines have used similar approaches in their ‘business models’ * Use of the Internet to reduce distribution costs – easyJet was one of the first airlines to see the opportunity of the Internet when it sold its first seat online in April 1998. Now approximately 95 % of all seats are sold over the internet. * Maximise the time the aircraft is being used – For both Ryanair and easyJet maximising the use of each aircraft reduces the overall cost of running the aircraft. Ticketless travel – Passengers receive an email containing their travel details and booking reference when they book online, rather than a traditional ticket. This helps to reduce significantly the cost of issuing and processing millions of tickets each year. * ‘No free lunch’ – Not offering free catering on-board reduces cost. Passengers can purchase food on-board if they choose to. * Free seating – Un like traditional airlines, Ryanair and easyJet passengers are not assigned a seat, unless they pay extra to board first. This helps passengers to take their seats more quickly and saves time. * Efficient use of airports – By reducing turnarounds (the time between landing and take-off) to 30 minutes and below, easyJet and Ryanair maximise the use of their aircraft. Not having pre-assigned seating, like traditional airlines, helps reduce turnaround times. * Reduced fares – generally Ryanair and easyJet offer cheaper fares than traditional airlines, especilally for passengers who can book early and take advantage of the deals available. How to cite Easy Jet, Papers Easy Jet Free Essays MANAGEMENT 100 800 WORD SUMMARY 836 WORDS EXCLUDING REFERENCES EasyJet EasyJet Airline Company Limited headquartered at London Luton Airport is the UK’s largest budget airline measured by number of passengers carried, operating domestic and international scheduled services. Easy Jet has grown through a combination of acquisitions and base openings fuelled by consumer demand for low-cost air travel. Ryanair another budget airline is currently Easyjet’s biggest competition. We will write a custom essay sample on Easy Jet or any similar topic only for you Order Now EasyJet has adapted cost-cutting measures such as not selling connecting flights or providing complimentary snacks on board. The key points of this business model are high aircraft utilisation, quick turnaround times, charging for extras and keeping operating costs low however EasyJet flies mainly to primary airports. EasyJet also focuses on attracting business passengers by offering convenient services such as the â€Å"Flexi fare† which allows free of charge changes to the flight within a window, speedy boarding and a checked in bag. General environment – International dimension According to Samson and Daft (2009), general environment is ‘layer of environment that affects the organization indirectly’. It includes external factors that are not within an organization. One of the dimensions, international dimension is referring to factors that arise from foreign countries that will affect an organization. Factor that will either be an opportunity or threat to an organization will include having to encounter competition globally. An organization will have to face international competitors where it trade on its own even though not involve in exports and operates domestically. Besides, it would be essential to learn to adapt to the changes and trend circulating around the world as technology advances as time passes and political events such as Iraq war. Apart from that, rise of economic power of China has a significant impact on the international economy due to the massive workforce, brainpower, population dynamics and abundant natural resources that many countries rely on. The always changing worldwide environment has very large impact on organization compared to domestic environment, demanding for great control of the organization. What is a competitive advantage A competitive advantage could be defined as a unique position a firm develops in comparison with its competitors (Hyvonen 1995, 334). It is imperative for firms to understand what it’s competitive advantage is and take advantage of them as it can change rapidly (Anthony, Perrewe, Kacmar, 1996, p. 468). One of the ways to create a competitive advantage could be, through lower prices or differentiation (Woodruff 1997, 139). Lower prices is a competitive advantage when a firm is able to sell their product cheaply to consumers. Lower prices may be dependent on lower costs, however lower cost itself is not a competitive advantage as it should come along with lower prices for the advantage to be formed (Kotha, Vadlamani 1995, 76). Differentiation can be achieved through, providing superior goods and services, through the firm’s image, flexibility, total supplies and speed (Kotha, Vadlamani, 1995, p. 76; Sashi, Stern, 1995, p. 126; Helms, Ettkin, 2000, p. 1) Easy jet as a buget airlines has set its competitive advantage through lower prices. How The International Dimension Impacts Easy Jet’s Competitive Advantage There are many ways in which the International Dimension has affected Easy Jet’s Competitive Advantage. After the 9/11 attacks the airline industry suffered extensively. Passengers opted to use less of the big airlines. This allowed Easy Jet to be more successful as passengers were choosing their services over the big Airlines in Europe. When the number of people who used Easy Jet’s services increased it would have allowed the airlines to spread their fixed costs, which in turn reduces overall expenses and meant that they were in a position to lower their prices thus impacting their competitive advantage in a positively contributing to the overall success of Easy Jet. (Easy Jets Market Structure 2012) Another factor in the International dimension that affects Easy Jet’s competitive advantage as that EU had ruled an ‘Open Skies’ agreement which meant that Easy Jet was given the choice to serve flight paths that may have been normally associated with some specific airlines. This allowed them to choose the routes that they preferred allowing them to choose routes that gave them the most benefits. (Easy Jets Market Structure 2012) Easy jet is also influenced by rising fuel pri ces. Increased fuel prices meant that the entire airline industry around the globe and Europe had raised their prices. However, increasing fuel prices meant that even Easy Jet had to raise the price, and this does not work well with their low cost, low price strategy. Therefore there is a negative and positive effect by the rise of fuel prices (Topham 2012) Conclusion In conclusion, the international dimension of the general environment represents event originating in foreign countries as well as opportunities for Easy Jet in other countries. International dimension affects competitive advantage in various way. Easy Jet has proved to be robust and competitive in a tough general environment. This is due to its large competitive advantages, which is its low cost prices. However, it is the report on the overall international dimensions which affects the competitive advantages of Easy Jet shows that Easy Jet is a highly successful company, which is expanding rapidly. Besides, by engaging with the international dimension, Easy Jet not only get more benefit from its competitive advantages but also increase it’s cash flow from operating activities throughout United Kingdom. References Anthony, William P. , Perrewe, Pamela L. nd Kacmar, Michele K. (1996): Strategic Human Resource Management, Fort Worth: Dryden Press Bamberger, Ingolf (1989): Developing Competitive Advantage in Small and Medium-Size Firms, Long Range Planning, 22 (5): 80-88. Easy Jets Market Structure. 2012. Competitive Advantage and Developing a Competitive Advantage Over Rivals. Accessed September 18, http://www. 123helpme. com/view. asp? id=122608 Helms, Marilyn M. and Ettkin, Lawrence P. (2000): Time- Based Competitiveness: A Strategic Perspective, Competitiveness Review, 10 (2): 1-14. Hyvonen, Saara (1995): Competitive Advantage, Bargaining Power, and Organizational Performance: The Case of Finnish Food Manufacturing Firms, Agribusiness, 11 (4): 333-348. Samson, Danny, and Richard L. Daft. 2009. Fundamentals of Management. Australia: South Melbourne, Vic: Cengage Learning Australia, 2009. Kotha, Suresh and Vadlamani, Bhatt L. (1995): Assessing Generic Strategies: An Empirical Investigation of Two Competing Typologies in Discrete Manufacturing Industries, Strategic Management Journal, 16 (1): 75-83. Sashi, C. M. and Stern, Louis W. (1995): Product Differentiation and Market Performance in Producer Goods Industries, Journal of Business Research, 33 (2): 115-127. Topham, Gwyn. 2012. EasyJet losses narrow despite fuel cost rise. http://www. guardian. co. uk. /business/2012/may/09/easyjet-losses-narrow Woodruff, Robert B. (1997): Customer Value: The Next Source for Competitive Advantage, Journal of the Academy of Marketing Science, 25 (2): 139-153. How to cite Easy Jet, Papers