The Effect of Technological Advancements of Management Practices

Introduction Technology and innovation are two hybrid components, which while embraced by manufacturing firms, can help to drive their productivity. Fundamentally, innovation means the introduction of something new, especially in a business setting. Innovation takes place when â€Å"new products or services are introduced and successfully commercialised† (Tidd Bessant 2009, p.7).Advertising We will write a custom proposal sample on The Effect of Technological Advancements of Management Practices specifically for you for only $16.05 $11/page Learn More In the manufacturing context, innovation involves the introduction of new manufacturing processes and/or practices, new technologies, and new materials among other things, which help to lower the cost of production or increase the pace of production and quality of the manufactured products. According to Tidd and Bessant (2009), innovation is an essential aspect of a manufacturing firm since it resul ts in increased productivity for firms by enhancing good customer responses to the business of the manufacturing firm (p.7). According to an innovation and technology guru, Don Tapscott, the focus of innovative approaches in the manufacturing industry is to ensure waste reductions, reduction of downtimes of machinery, increase in product quality, designing of products with better utilities, and streamlining of customer needs to the products produced by an organisation (Tapscott Williams 2010, p.88). This paper conducts a synopsis of the work of Don Tapscott about the industrial force of productivity in the manufacturing sector. The article also investigates the effect of technological advancements in the areas of management practices (innovation) concerning manufacturing productivity Contributions of Don Tapscott to Manufacturing Productivity Don Tapscott is an influential and a leading management thinker in the field of technology and its implication on the productivity of firms. He advises governments and organisations on issues such as technology and innovation in enhancing the efficiency of organisations, social impact of technology, and economic repercussion for embracing innovation and technology in production. According to Don Tapscott (2010), innovation in the manufacturing sector influences the productivity of an organisation in four main ways. These are sourcing, innovative manufacturing approaches, management, and technology.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the attempt to understand the effect of innovation, which is driven by creativity, in the manufacturing sector, it is essential for a manufacturing organisation from the context of Don Tapscott to understand the process of innovation and creativity. Technology is a component of innovation (Tidd Bessant 2009, p.11). In recognition of the roles of technology and innovation in the su ccess of organisations irrespective of the industry of their operation, many theorists endeavour to understand various sources of creativity and innovation among individuals. However, there lacks contention among researchers on the origins of innovation and creativity with many hypotheses remaining unsubstantiated. A significant challenge in theorising innovation and creativity is defining the terms. Multi-faceted, comprehensive, and complex forms of creativity occur in a myriad of contexts (Tidd Bessant 2009, p.14). Therefore, no direct rule can provide an insight into the sources of creativity and innovation both at an individual level and organisational level. Despite the lack of contention, several theories may be used to explain the origins of creativity and innovation in an organisation. At an individual level, theories of innovation and creativity may emanate from the existence of a conducive social environment that may make people innovative and creative (Meisinger 2007, p. 213). At an organisational level, innovation and creativity can emanate from the interaction of various components. According to Tidd and Bessant, these factors include knowledge, creative thinking, and motivation (2009, p.13). Knowledge refers to the understanding that people bring into creativity and innovation table for an organisation. Creative thinking refers to the manner in which people approach various problems. It depends on the working style, personality, the way people think (Meisinger 2007, p.219). The main concern of Don Tapscott is the role of creativity in enhancing performance in the manufacturing organisations. He is concerned with creativity at the organisational level. For inventiveness and novelty to thrive at an organisational level, it is crucial for an innovative and creative culture to be created.Advertising We will write a custom proposal sample on The Effect of Technological Advancements of Management Practices specifically for you for only $ 16.05 $11/page Learn More Meisinger (2007) states that motivation is a crucial component for encouraging people within an organisation to embrace creative thinking, which enhances innovation in the creation of new manufacturing technologies (p.225). Some theorists also attribute creativity to experimentation. For instance, Tidd and Bessant (2009) argue that testing gives rise to creativity (p.14). This means that an organisation needs to dedicate its funds, facilities, time, and materials, among other resources to the experimentation of new ideas for it to foster creativity and innovation. Organisational culture is yet another critical facilitator for innovation and creativity. It refers to the beliefs, norms, and values that are shared within an organisation (Meisinger 2007, p.225). An organisation that builds its culture around the importance of innovation and creativity gets more of it. Organisations that minimise risks such as financial risks related to unproducti ve research and experimentations often fail to embrace the values of innovation and creativity in the manufacturing sector. In his book The Digital Economy: Promise and Peril In The Age of Networked Intelligence, Don Tapscott argues that technological developments in communication technologies have high impacts on the success of manufacturing organisations through the provision of quick and easy means of accessing innovative components and improved deals with clients together with suppliers (Tapscott 1997, p.56). Such approaches help manufacturing firms to increase their profitability tremendously (Tapscott Williams 2010, p.89). Through technology, Don Tapscott argues that manufacturing organisations have developed the capability to integrate manufacturing functions and processes to the needs of the clients together with supplier information management processes. The approach is crucial in enhancing online visibility concerning inventory management and control of quality standards. Don Tapscott adds his contribution to this debate of innovation and technology to the manufacturing organisations. He cites e-auctions and reverses auctions as additional tools for managing the cost of materials and as effective mechanisms of enhancing procurement efficiency and effectiveness in the manufacturing organisations (Tapscott Williams 2010, p.92).Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The assertion highlights the importance of creativity and innovation in the manufacturing organisations developed by management scholars in the discipline of manufacturing management. Both creativity and innovation are relevant in modern organisations since the success of an organisation in placing its products in the marketplace largely depend on the increasing value of products and services to customers. This situation has the overall impact of reduced cost, achievement of great total quality, and high cycle time without negating substantive satisfaction of customers (Meisinger 2007, p.229). In particular, cost is an important aspect that determines the level of consumption of a company’s products and services. Literature Review of Published Work by Don Tapscott Don Tapscott is a business executive from Canada whose scholarly works specialise in business strategies, contribution of technology in societies and the business environment, and organisational processes of transfo rmation. Don Tapscott has authored and co-authored fourteen books. Tapscott and Caston (1992), Tapscott (1997), Tapscott and Williams (2006), and Tapscott and Williams (2010) are some of the important scholarly works by Don Tapscott reflecting the theme of technology, innovation, and creativity in enhancing the productivity of organisations. Wikinomics emerged one of the bestselling books throughout 2007. In the book, the authors provide comprehensive details of the management approach in which mass collaboration of people of varying talents and innovative ideas has resulted in the overall change of the world of business. In the manufacturing sector, the principles of collaboration developed in the Wikinomics are applicable in the automobiles manufacturing companies to enhance productivity. According to Tapscott and Williams (2006), collaboration enhances interdependence of organisations together with sharing of knowledge and integrity (p.41). The authors reveal many designers of ve hicles in the automobile manufacturing sector who engage in collaboration in the web design of vehicles in the effort to come up with the most effective design (Tapscott Williams 2006, p.54). Even though it is essential for organisations to safeguard their intellectual property, this approach fosters openness, which is essential in the development of innovative business models (Tapscott Caston1992, p.65). The principle of interdependence is showcased in the manner in which local motor manufacturers establish various assembly locations within communities. In this process, they hire local people in small-localised plants (Tapscott Williams 2006, p.83.). This perhaps reveals why organisations operating in the manufacturing sector have recognised that they cannot continue performing optimally in a localised and disintegrating manufacturing environment. The digital economy has influenced the manner in which organisations place their products and/or source materials in the market. Thro ugh cost reduction created by the ease of garnering information in the manufacturing sector relative to suppliers and customers, according to Tapscott (1997), the digital revolution has facilitated the growth of entrepreneurial ventures, small companies, and productivity of big manufacturing organisations (p.109). Through digital technology, customers can place their orders online. The orders arrive at the manufacturing firms in real-time. Upon scrutiny of the customer requirement details, the manufacturing company can place the order for materials in real-time. This implies that organisations do not have to hold stocks of raw material in the effort to minimise the costs of rapid replenishment and delays in the process of sourcing materials. The overall effect of real-time delivery of ordered information is the minimisation of handling costs. Consequently, all costs, which do not add value to the raw materials or the finished products, are minimised. Thus, manufacturing organisation s can produce high-quality products at low costs (Tapscott 1997, p.171). This means that the prices of products are also low. This makes manufacturing organisations sell a high number of products by capitalising on the effectiveness of production costs. In the effort to enhance productivity, manufacturing organisations utilise the principles of economies of scale as the concepts of productivity improvement developed by the Tapscott and Williams’ book Macrowikinomics: Rebooting Business and the World. In this book, the authors provide various examples of organisations that deploy the concepts of Wikinomics to enhance their productivity. One of such organisations is the Local Motors Company initiated by Jay Rogers (Tapscott Williams 2010, p.84). This company provides potential clients with an opportunity to engage in the process of designing an automobile in the organisation’s website (Tapscott Williams 2010, p.89). Once a design is completed, the client is requested t o travel to Phoenix to participate in the process of assemblage of his or her vehicle. According to the authors, this approach is an innovative methodology for enhancing organisational success. Customers are satisfied with products by virtue of ample participation in its production process. Organisations deploying this strategy constantly invest in the development of innovative techniques of web-based designs to enhance optimisation of the production process. The process of production of products starts with the design of the product. The arguments developed by Tapscott and Williams imply that manufacturing organisations seeking to increase their productivity need to invest in the manufacturing processes, innovation, and manufacturing management. Upon considering the example of Phoenix Local Motor Company provided by Tapscott and Williams (2010), manufacturing innovation refers to the improvement in the manner in which organisations manufacture and/or develop their products within a nd across supply chains. Such innovation is imperative in enhancing improvement of assembly lines. Ford Car Manufacturing Company is one of the good examples of manufacturing organisations that have deployed innovative techniques and technology in enhancing manufacturing productivity through exploitation of innovative assembly line models (Tapscott Williams 2010, p.103). The case of the Toyota Company exemplifies the role of innovation in the manufacturing management through the ‘lean manufacturing’ philosophy. According to Tapscott and Williams, this philosophy has altered the approach of operation of manufacturing organisations across the globe (2010, p. 106). This situation provides sufficient grounds to infer that innovation, creativity, and technology are the chief drivers of manufacturing productivity. Conclusion Coming up with products and services that have low creation costs is essential in helping an organisation to gain a competitive advantage in the future. This suggests that organisations can only succeed in the global fronts if they are able to reduce their costs of production and/or by improved operational methodologies. Innovation, technology, and creativity are subtle tools for achieving these concerns. References Meisinger, S 2007, ‘Creativity and innovation: Key drivers for successes’, Human Resource Management, vol. 52 no. 5, pp. 212-235. Tapscott, D Caston, A 1992, Paradigm Shift: The New Promise of Information Technology, McGraw-Hill, New York. Tapscott, D Williams, A 2006, Wikinomics: How Mass Collaboration Changes Everything, Portfolio Trade, London. Tapscott, D, Williams, A 2010, Macrowikinomics: Rebooting Business and the World, Portfolio Hardcover, London. Tapscott, D1997, The Digital Economy: Promise and Peril In The Age of Networked Intelligence, McGraw-Hill, New York. Tidd, J Bessant, J 2009, ‘Managing Innovation: Integrating Technological, Market and Organisational Change’, The Internati onal Journal of Educational Management, vol. 21 no.1, pp. 6-25. This proposal on The Effect of Technological Advancements of Management Practices was written and submitted by user Helena P. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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Strategic Positioning Of The Ryanair Airline Commerce Essay

Strategic Positioning Of The Ryanair Airline Commerce Essay Ryanair is a leading no frill airline in Europe and across the globe, it has managed to outperform all other airlines and in 2006, it carried over 34.8 million passengers. Ryanair is targeting low income earners and cost conscience customers 1. 2.1 PESTEL Analysis: (See appendix 7.5) PESTEL analysis is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. It is a framework for reviewing a situation and can be applied by Ryanair to review strategic direction as well as marketing intention 4. When one aspect in the PESTEL analysis is affected, the rest will also be affected for example if the political situation of Ireland changes then the economical, technological, social, legal, economical and even environmental aspects will change 4. 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To influence demand Ryanair must continue to use its current strategy and improve its services and upgrade its customer care policies. The currency exchange rates affect Ryanair as they may determine whether customers will book a flight or not. If the exchange rate is high, customers will opt to use other means of transport such as the EURO express. To avoid this situation, customers can use the Euro to book flights 1. Moreover, jet fuel prices are dominated in US dollars and therefore Ryanair will have to risk paying more or less for fuel as it will include the exchange rate. The opportunity to exploit a particular strategy successfully may depend on demand which exists in growth conditions and does not in recession. Although a depressed economy will generally be a treat which results in a number of organizations going out of business, it can provide opportunities for some4. The recession decreased the number of competitors in the industry as well as weakening the remaining competition. In and after recession, customers are more willing to fly with a no frill or low cost carriers rather than a differentiated or hybrid carrier. Therefore, to certain extent the recession has had a positive impact Ryanair. The socio or cultural environment involves demand and tastes, which vary with fashion and disposable income, and general changes, can provide both opportunities and threats for Ryanair 4. Ryanair should be aware of demographics changes as the structure of the population by ages, affluence, regions, number working and so on so as to be able to take advantage when an opportunity occurs. Technological breakthroughs affect the airline industry the most. If the organization can adapt to the technological change then it will be able to overcome competition and increase its market share. The global focus in the 21st century is environmental protection. Ryanair has been able to meet the demand and standards of the world market by offering eco friendly airlines. The aircrafts produce 50% less emissions, 45% lower noise emissions per seat. A winglet modification programme on the fleet is providing better aircraft performance and a 2% reduction in fleet fuel consumption, a saving which Ryanair hopes to improve in the coming years 1. Ryanair has been using one type of airline, Boeing 737 to save cost on training staff. As Ryanair cannot dump expenses on its customers it should look for ways to reduce costs and the author believes that this is one of it 1. Legal factors affecting Ryanair is that of labour unions. Ryanair does not have a good relationship with its employees as it has refused to acknowledge unions. Secondly it is providing poor working conditions and low salaries. Although Ryanair has argued that its pilots are the best paid short haul pilots in Europe. In the autumn 2006 pilots in Ryanair lodge a complaint with the Irish Labour Relations Commission on the basis that there were significant in net salary between Ryanair and Aer Lingus pilots. 2.2 Michael Porters 5 Forces Analysis: (see appendix 7.8) The threat of substitutes in the airline industry is high as there are other means of transport to and from Europe as well as within Europe. Customers are opting to use the Euro Express (train) rather than using an airplane as it is cheaper and offers extra benefits. The Euro Express enables its customers to enjoy the scenario while offering more or less the same services as the airplane. Rivalry amongst existing firms; there are a number of competitors within the market and when the European Union commenced even more competitors entered the market. The industry is competitive and is becoming saturated. Each competitor is using a strategy to get a foot hold in the industry. Although some of the airlines are using the no frill strategy, Ryanair has been able to best them by creating a strong brand offering the lowest price fare. Bargaining power of suppliers, the bargaining power of suppliers is low as there are many suppliers in the industry. The suppliers of the airline industry are those who supply the airline with parts such as the blades and engines, food, uniforms for the air hostess and so on. They are easily replaceable as Ryanair can get these services from any country within and outside of Europe. Ryanair as a supplier has a high bargaining power as it offers services that are unique in the market (it is the only no frill airline in the United Kingdom). Bargaining power of buyers, the bargaining power of buyers is very high as there are a lot of substitutes and competitors in the market. The customer can easily use his/her car to go Dublin rather than take an airplane. Secondly, as there are a number of competitors in the market, the airlines will offer discounts and promotions to attract customers and therefore customers can easily switch from one airline to another. Threats of new entrants; the biggest barrier to entering the airline industry is capital but nowadays entrepreneurs can take a loan with the bank or form an alliance such as a joint venture to overcome this barrier. The industry regulations can help decrease the number of new entrants and reduce competition within the market. There is no union among the existing firm to keep new entrants out, in other industries the existing firm come together to keep new entrants out of the industry as they would saturate the market even more. 2.3 Ratios Analysis: Ryanairs financial performance is positive, although there is still room for improvement (see appendix 7.9). The net profit margin in 2006 was lower than 2005 but Ryanair managed to increase it in the second half of 2006. The return on capital employee has been constant from 2005 to 2006. 3.0 STRATEGY CHOICES: 3.1 Strategy: Ryanairs objective is to firmly establish itself as Europes leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies 1. Ryanair was initially a hybrid (see appendix 7.4) as it was a full service conventional airline, in the early 1990s it become a no frill carrier under the management of Michael O Leary 1. The author believe that this move by the Chief Executive Officer has enable Ryanair to create a market peak for itself and gain market share and therefore I would not suggest a change in strategy. The industry is very competitive and is becoming saturated thus if Ryanair decides to change its strategy it will have to design and implement a new strategy that is not being used by its competitor or that has never been used in the industry. This is next to impossible as all of the strategies i.e. differentiation, cost leadership are already being used. Secondly, Ryanair would lose the foothold it has in the industry and its market share and it would have to start from scratch, which will mean more capital will have to be invested into the new strategy. Although Ryanair is using the no frill strategy1 they must be careful to not devalue the company. Currently, it has a large customer base but most of which have a very low opinion of the airline 6. Moreover, Ryanair should increase more benefits to its customers for example they should remove the 50 cent wheelchair levy that was impose on every passenger ticket 6. These small charges are making customers opt to fly with a different airline. The airline offers point to point flight 1. Ryanair uses secondary terminals to avoid crowding in the terminals as well as to decrease its turnaround time. The turnaround time is also kept to a minimum by the flight attendants cleaning the airplane instead of outsourcing professionals. Building on its success in the Ireland-U.K. market and its expansion of service to continental Europe, Ryanair intends to follow a manageable growth plan targeting specific markets to gain an advantage over its competitors. Ryanair believes it will have opportunities for continued growth by 1: Initiating additional routes from the U.K. or Ireland to other locations in continental Europe that are currently served by higher-cost, higher-fare carriers Increasing the frequency of service on its existing routes Starting new domestic routes within EU countries Considering possible acquisitions that may become available in the future Connecting airports within its existing route network (triangulation) 3.2 Competitive Advantage Analysis: Ryanair has many competitive advantages (See appendix 7.7). According to Ryanairs official website the following are some of its competitive advantage; 3.2.1 Low Fares: Ryanair sets fares on the basis of demand for particular flights and by reference to the period remaining to the date of departure of the flight, with higher fares charged on flights with higher levels of demand for bookings made nearer to the date of departure. The airline sells seats on a one-way basis, thus eliminating minimum stay requirements from all travel on Ryanair scheduled services, regardless of fare. Ryanairs competitors generally do not operate a one-way pricing policy, so direct comparison is not possible, but current round-trip fares on Aer Lingus, Ryanairs largest competitor on the London- Dublin route, for travel in September 2004 were 82.27 Euro for economy restricted return tickets, 218.27 Euro for economy flexible return and 353.75 pounds for business class tickets. 3.2.2 Customer Service: Ryanair delivers the best customer service performance in its peer group. According to reports by the Association of European Airlines and the airlines own published statistics, Ryanair has achieved better punctuality, fewer lost bags and fewer cancellations than all of the rest of its peer grouping in Europe. Ryanair achieves this by focusing strongly on the execution of these services and by operating from uncongested airports. 3.2.3 Frequent Point-to-Point Flights on Short-Haul Routes: Ryanair provides frequent point-to-point service on short-haul routes to secondary and regional airports in and around major population centres and travel destinations. Short-haul routes allow Ryanair to offer frequent service, while eliminating the necessity to provide frill services otherwise expected by customers on longer flights. Point-to-point flying allows Ryanair to offer direct, non-stop routes and avoid the costs of providing through service for connecting passengers, including baggage transfer and transit passenger assistance costs. In choosing its routes, Ryanair favours secondary airports with convenient transportation to major population centres and regional airports. Secondary and regional airports are generally less congested than major airports and, as a result, can be expected to provide higher rates of onetime departures, faster turnaround times, fewer terminal delays and more competitive airport access an d handling costs. Faster turnaround times are a key element in Ryanairs efforts to maximize aircraft utilization. Ryanairs average scheduled turnaround time for the fiscal year ended March 31, 2004 was approximately 25 minutes. Secondary and regional airports also generally do not maintain slot requirements or other operating restrictions that can increase operating expenses and limit the number of allowed take-offs and landings. 3.2.4 Low Operating Costs: Management believes that Ryanairs operating costs are among the lowest of any European scheduled passenger airline thus being advantageous to the airline. Ryanair strives to reduce or control four of the primary expenses involved in running a major scheduled airline: Aircraft equipment costs Personnel productivity Customer service costs Airport access and handling costs 3.2.5 Aircraft Equipment Costs: Ryanairs initial strategy for controlling aircraft acquisition costs was to purchase used aircraft of a single type Boeing 737, there was a significant reduction in the number of such used aircraft available for purchase in the market. The 737-800s represent the latest generation of Boeings 737 aircraft and share certain basic attributes in common with Ryanairs current fleet. Although Ryanairs acquisition of the 737-800s has already, and will continue to significantly increase the size of its fleet from that in 1998 and thus significantly increase its aircraft equipment and related costs, the purchase of aircraft from a single manufacturer enables it to limit the costs associated with personnel training, maintenance and the purchase and storage of spare parts, as well as affording greater flexibility in the scheduling of crews and equipment. 3.2.6 Personnel Productivity: Ryanair endeavours to control its labour costs by continually improving the productivity of its already highly-productive work force. Compensation for employees emphasizes productivity-based pay incentives, including commissions for on-board sales of products for flight attendants and payments based on the number of hours or sectors flown by pilots and cabin crew personnel within limits set by industry standards or regulations fixing maximum working hours, as well as participation in Ryanairs stock option programs. 3.2.7 Customer Service: Ryanair has entered into agreements on competitive terms with third party contractors at certain airports for passenger and aircraft handling, ticketing and other services that management believes can be more cost efficiently provided by third parties. Management attempts to obtain competitive rates for such services by negotiating multi-year contracts at prices that are fixed or subject only to periodic increases linked to inflation. The development of its own internet booking facility and reservations centre has advantaged Ryanair to eliminate travel agent commissions. 3.2.8 Airport Access Fees: Ryanair attempts to control airport access and service charges by focusing on airports that offer competitive cost terms. Management believes that Ryanairs record of delivering a consistently high volume of passenger traffic growth at many of these airports has allowed it to negotiate favourable contracts with such airports for access to their facilities. Ryanair further endeavours to reduce its airport charges by opting, when practicable, for less expensive gate locations as well as outdoor boarding stairs rather than more expensive jet ways. 3.2.9 Ecommerce: During January 2000, Ryanair converted its host reservation system from the BABS (British Airways Booking System) to a new system called Flight speed, which it operates under a 10 year hosting agreement with Accenture Open Skies (Open Skies). As part of the implementation of the new reservation system, Open Skies developed an internet booking facility called Skylights. The Skylights system allows internet users to access Ryanairs host reservation system and to make and pay for confirmed reservations in real time through Ryanairs website which accounts for a 96% reservation of all flights. 3.2.10 Safety: Ryanairs commitment to safety is a primary priority of the Company and its management. This commitment begins with the hiring and training of Ryanairs pilots, cabin crews and maintenance personnel and includes a policy of maintaining its aircraft in accordance with the highest European airline industry standards. Ryanair has not had a single incident involving major injury to passengers or flight crew in its 20 year operating history. Although Ryanair seeks to maintain its fleet in a cost-effective manner, management does not seek to extend Ryanairs low cost operating strategy to the areas of safety, maintenance, training or quality assurance. Routine aircraft maintenance and repair services are performed at Dublin, London (Stansted), Glasgow (Prestwick), Shannon and Milan (Bergamo) by Ryanair and, at other airports maintenance contractors. 4.0 STRATEGY IN ACTION: According to Ryanairs website the company plans to initiate new services and improve existing ones and therefore the author will suggest ways the company can do so. The first is initiating additional routes from the U.K. or Ireland to other locations in continental Europe that are currently served by higher-cost and higher-fare carriers. As economies have just emerge from a recession, customers are more cost conscience and therefore if Ryanair continues to use its no frill strategy it will be able to quickly gain market share and dominance. Increasing the frequency of service on its existing routes, as seen in appendix 13 the most used route is from Dublin to London, therefore Ryanair should increase flights from Dublin to London and vice versa. Starting new domestic routes within EU countries, as the EU Union continues to grow, more markets will open up. Ryanair should try to enter these markets the first so as to gain the first mover advantage such as being the first to exploit the market thus gaining more knowledge about the market. Considering possible acquisitions that may become available in the future. Ryanair acquired a small Dutch budget, short haul, carrier buzz and wanted to acquire Aer Lingus its Irish rival and long haul airline. Although the acquisition failed at the time, Ryanair can still try again but using a different strategy. In the future the airline should appoint a stockbroker to purchase Aer Lingus as it did when its stockbroker Davy purchased the Aer Lingus shares. Secondly, Ryanair should negotiate behind closed doors, the first attempt failed because of media interference. Ryanair should state that it will bring in an expert to handle the organizational structure so that the 2 organizations can be able to work together and allow trade unions so as to win over the trust of the government and the Aer Lingus board. Connecting airports within its existing route network, currently Ryanair is using secondary terminals to avoid traffic and increase its turnaround time. But most customers prefer to use the main terminals and therefore if Ryanair uses both the main and secondary terminals it will be able to increase its customer base. 5.0 CONCLUSION: As seen in section 3.2 Ryanair is using the no frill strategy, the company has positioned itself well in the market and has manage under the leadership of the Chief Executive Officer and shareholder Michael O Leary to become a household name. Although Ryanair is targeting a niche in the market where its customers are willing to forgo extra benefits for the low fare, the company should try to add value for its customers where ever it can and when ever it can to increase brand loyalty and ultimately sales. 6.0 REFERENCE: Ryanairs official website, http://www.ryanair.com obtained on 21st November 2009 at 12:11 P.M G. Johnson, k. Scholes, R. Whittington 2008, Exploring Corporate Culture, 8th Edition, Prentice Hall Ryanairs history 2009 obtained from http://en.Wikipedia.org/Ryanair on 19th November 2009 at 11:23 A.M PESTEL Analysis, obtained from http://university-essays.tripod.com on 19th November 2009 at 12:00 P.M S. Cairns and C. Newson, predict and decide: Aviation, climate change and UK policy, ECI Research Report 33, Environmental Change Institute, University of Oxford 2006 D. Milmo, Ryanair the world least favorite airline, Guardian 26 October 2006 Center for Asia Pacific Aviation 2009, obtained from http://www.cntreforpacificaviation.com on 15th November 2009 at 2:12 P.M BBC WORL NEWS, fast track, interview with Michael OLeary time 11:55 28th December 2009 Ryanairs marketing mix 2009 obtained from http://www.marketingteacher.com on the 27th of November 2009 at 12:06 P.M. Ryanairs competitive advantage obtained from http://www.slideshare.net/puya455/newanalysis-of-ryanairs on the 27th November 2009 at 1:00 P.M Ryanairs value chain analysis obtained from http://www.peerpapers.com/essays/Ryanair-Value-Chain-Analysis/171123.html?topic

Do young people enjoy life more than older people do?

Some people may think that older people enjoy life more than young people do. However in opinion, young people enjoy life more than older people do. Young people' passion and energy are enough to enjoy life more than older people do. The reasons of it are that they do not have to be responsible for numerous tasks, that they are much more energetic than the elderly, and that they can get familiar with new technologies even faster than old people. First of all, young people do not have much responsibility compare to older people.For example, older people have responsibility to take care of their children, to earn money, to complete their work, etc. These responsibilities make them limited to enjoy their life. Moreover, whenever they try to do something to enjoy life they prefer their children's favor first, like to travel where, to choose which movie, to come together with my friends and their mother. These all make the life less enjoyable thing. On the other hand, young people do not have these responsibilities; they are free to choose from variety of options to do for enjoying their life.They can meet with their own friends, and they can go most recent and famous movie. These show us that young people enjoy their life more than older people do. Additionally, young people have more energy to do anything. In contrast, older people usually suffer from some disabilities by the time is passing. For example, my friend and I have lived in same apartment for about ten years and usually we tried to come together whenever we found some free time. And every time we went different places, and tried new things. Sometimes, our parents were the ones who planned and scheduled the vacation.Unfortunately, they were less powerful and active than we were, which forced our decision for changing according to our parents’ situation. We had great time, and enjoyed of course. However, our parents were sorry to not be able to do everything that they used to do it before. Hence, w e see that by the time our enjoying life terms will change up to our ages. And we think that we should go, try and see as much as we can do while we are still young, otherwise we will not be in proper health condition to do whatever we want.Lastly, young people enjoy life more than older people because of the reality that they can easily follow the technology compare to the older people. And technology is one of the most enjoyable things in our life. For example, we are using social media, kinds of application to be more connected to our friends. The more connection creates more friendship. And the more friendship means more enjoyable life. However, older people can only connect with their friends with traditional method which is only couple friends.As a result of this, young people can more enjoy life than older people. To sum up, there is a huge difference between young and older people to enjoy their life. Of course, the older people can also enjoy their life according to their n ew age. However in some point, they feel that they are not able to do everything they want, and in this manner they feel little boundary surrounding them. They might not feel fully enjoyed life like in their young age. On the other hand, young people can able to enjoy life by being less responsible, more energetic and more following up new things.