Annotated Bibliography On Lifespan Developmental Psychology

Armstrong State University Lifespan Developmental Psychology Test 2 NAME: Laquisha Prince Instructions: Carefully read the â€Å"Test Instructions† file. Note: The following six questions are weighted equally; each will count as one-sixth of your overall test grade. Question 1. Answer the following in 600 – 900 words: Imagine that you are a psychologist who wants to determine the earliest point in human development at which an infant can demonstrate specific skills, such as the ability to judge distances or to differentiate between lines at different angles. Suggest research approaches and techniques that might be helpful in studying these questions. Note the difficulties that might be expected. The senses develop rapidly in†¦show more content†¦For instance, half of all children can sit unsupported by the age of 6 months, while the majority, (90%) can take up to 7  ½ months. What this means is that for accurate data we would need to observe theses children multiple times to see the growth they are making. How do we know infants can see at birth? They can’t tell us. For this we depend on clues such as eye movement, light sensitivity and the appearance of the eye. Though an infant s vision is present at birth the strength of their vision is far from mature. However, vision develops rapidly in infants, going from only being able to focus on images 4 to 30 inches away to a rapid ability to see details and shape (Berger, 2014). By 3 months these same infants with immature ability can see patterns color and motion. Surveys and medical research are regularly used to develop a better understanding of infant development. Children develop gross motor skills at different age norms which are affected by their culture and can vary (Berger, 2014). In order to gain information, we need to educate and understand this development, we have to conduct research. We are looking for new information and theories. Although surveys are a great way to collect a large amount of data the information gained is only as sound as the subject. This is why we need other avenues for research, and we need parental support to make that happen. Question 2. Answer the following in 600 – 900 words: Describe the languageShow MoreRelatedThe Macrosystem: From Child to Adult Essay1384 Words   |  6 Pagesand industrialized countries, socioeconomic status, poverty, and ethnicity. There have been a number of theories surveyed that are foundational to the profession of mental health counseling. The foundational areas are the development across the lifespan, ecological theory, mental health, and mental health promotion. These together form a unique base from which mental health and community counselors practice. This is referred to as,† The comprehensive mental health counseling model, a comprehensive

Coca-Cola Companys Situation Analysis and the Association of the Research Proposal

Essays on Coca-Cola Company's Situation Analysis and the Association of the Company with Olympics Research Proposal The paper â€Å"Coca-Cola Company’s Situation Analysis and the Association of the Company with Olympics† is a  breathtaking example of a research proposal on marketing. The Coca-Cola Company has just launched its Global 2012 Olympic marketing campaign on 29th September 2011. The marketing campaign is titled â€Å"Move to the Beat† and it is led by Mark Ronson, a British Grammy award-winning music producer. This paper analyzes this move made by Coca-Cola with the aim of finding out whether it is good for the company or not. It further identifies the strengths, weaknesses, opportunities, and threats to the Coca-Cola Company after taking this move so as to determine opportunities for further growth in the future. The paper analyzes the Coca-Cola Company with the aim of further understanding of whether the marketing campaign is good for the company or not.The Olympic Games are major intercontinental sporting events that feature both winter and summer sports involvi ng the participation of thousands of athletes from all over the world in a variety of competitions. The Olympic Games are regarded as the world’s most popular sports competitions. Currently, the games are held every two years because the winter and summer Olympic Games keep alternating, but in the real sense, they occur after every four years of their respective seasonal games (Buchanan 2001). The Olympic Games are known to attract worldwide attention through various forms of media and millions of spectators who turn up to the host cities to witness them. The Olympic Games have therefore proven to be one of the most effective platforms for international marketing in the world. This is because of the worldwide recognition and appreciation that they have, reaching billions and billions of people, in more than 200 territories and countries throughout the world.From the five rings symbol of the Olympics, it is evident that the Olympic movement aims to unite the five inhabited con tinents of the world, namely Africa, America, Asia, Australia, and Europe. The Coca-Cola Company realized the effectiveness of the Olympic Games in bringing people together and in attracting and retaining the attention of billions of people throughout the world. The Company has therefore decided to launch a marketing campaign for the London Olympics expected in 2012. The campaign is aimed at bringing sport, music and the youth together and also create popularity for the Coca-Cola Company among sports lovers, the youth, music lovers and the rest of the world. The Coca-Cola Company aims to make this marketing campaign different from the other campaigns that it has been using in the previous Olympic Games. The Coca-Cola Company operates in a highly competitive business environment and has decided to use the 2012 London Olympics as a platform to market itself (Coca-Cola 2011).Situation Analysis of the Coca-Cola CompanyIn 1886, John Pemberton, an Atlanta pharmacist, began selling a new c aramel-colored carbonated drink. It was through Pemberton’s initiative that the world today has one of the most famous beverages (Pendergrast 2000). Innovative businessmen such as Robert Woodruff and Asa Griggs Candler helped Pembroke to give this beverage the status that it has today. The drink came to be known as Coca-Cola, or simply Coke. The trio developed the beverage business and started the Coca-Cola Company (Elliott 2002). The company has grown to be the world’s largest beverage company. It boasts of over 500 international still and sparkling brands and has more than 15 billion dollar brands in its portfolio (Coca-Cola 2011). The Coca-Cola Company operates in over 200 countries and serves more than 1.7 billion customers per day. It has more than 3500 different products including sparkling beverages, still beverages, juices, and juice drinks, coffees, teas, waters, energy drinks, sports drinks, soy-based beverages, and milk-based beverages among others. The miss ion of the Coca-Cola Company is to refresh the world, inspire moments of optimism and create value while making a difference. The company is committed to sustainability through protecting the environment, respecting the people, offering safe and quality products and supporting communities.

Violent Video Games and Kids Free Essays

Keep the Violent Vids away from Kids Violent video games and their effects on children is a growing debate in today’s society. The controversial problem is: are violent video games a negative effect on children or not? It is my personal opinion that violent video games are a bad influence on children. These young children learn from what they see. We will write a custom essay sample on Violent Video Games and Kids or any similar topic only for you Order Now It is not a good thing when what they see is violence. It is also not a good thing when they are in control of the character that is doing the violence. Some children may be too young to know right from wrong yet and should not be exposed to these games. They may see something and get the wrong idea. Stricter laws should be made and enforced on violent video games. Children should not be allowed to have these games unless they are at least 15 years of age for the following reasons: Most research illustrates violent video games as a negative effect on children, video games content teaches children the wrong lessons, and violent video game use has been linked to delinquent crime. The debate originally began with violence on television and in movies. With the new advancements in technology, it eventually escalated into the debate of violent video games. Craig A. Anderson, a well renowned psychologist and professor at Iowa State, explains it like this: After 40+ years of research, one might think that debate about media violence effects would be over. An historical examination of the research reveals that debate concerning whether such exposure is a significant risk factor for aggressive and violent behavior should have been over years ago (Bushman Anderson, 2001). Four types of media violence studies provide converging evidence of such effects: laboratory experiments, field experiments, cross-sectional correlation studies, and longitudinal studies (Anderson Bushman, 2002a; Bushman Huesmann, 2000). But the development of a new genre-electronic video games-reinvigorated the debate. Two sides of this issue exist. Many parents, researchers, and public policy makers believe violent video games are a bad influence on children. On the other hand, many public policy makers and video game developers believe violent video games can be educational to children and not a bad influence. In order to gain new knowledge and answer some of the questions of this growing debate, scientists all over the world have been doing research on this issue. Most of this research illustrates that violent video games have a negative effect on children. Many studies have found that violent video games cause an increased level of aggression in children. One such study was explained in an MSNBC popular news article written by Kristin Kalning called: â€Å"Does game violence make teens aggressive? † The article was written about an experiment done at the Indiana University Medical School. The experiment consisted of children having brain scans done while playing a violent video game and while playing a non-violent video game. The following results were gathered: â€Å"the brain scans of kids who played a violent video game showed an increase in emotional arousal – and a corresponding decrease in brain areas involved in self-control, inhibition and attention. The kids who played the non-violent games did not have the same effect. † Another study done by three scientists named Hanneke Polman, Bram Orobio de Castro, and Marcel A. G. van Aken called â€Å"Experimental Study of the Different Effects of Playing Versus Watching Violent Video Games on Children’s Aggressive Behavior† yielded similar results. It was a study that was done by examining fifty-seven children ages 10-13 who either played violent video games or watched violent video games. The scientists examined their behaviors in free play session at school. The results were as follows: â€Å"After the active participation of actually playing the violent video game, boys behaved more aggressively than did the boys in the passive game condition. For girls, game condition was not related to aggression. These ? ndings indicate that, speci? cally for boys, playing a violent video game should lead to more aggression than watching television violence. † Although it may not be known how much violent video games effect children, these studies illustrate that they do indeed affect children in a negative way. They illustrate that psychologically something is going on in the brain that is not normal while playing. Providing evidence that children of a young age should not have access to these violent video games. Not only does research done on violent video games demonstrate that better age restrictions should be enforced on violent video games, but also the fact that the content of violent video games teaches children the wrong lessons. The graphics in video games these days are so real that they make players feel as if they are in the game. Violent video games often present unethical ideas and lessons to children. Craig A. Anderson explains these lessons very well: â€Å"Recent video games reward players for killing innocent bystanders, police, and prostitutes, using a wide range of weapons including guns, knives, flame throwers, swords, baseball bats, cars, hands, and feet. Some include cut scenes (i. e. , brief movie clips supposedly designed to move the story forward) of strippers. In some, the player assumes the role of hero, whereas in others the player is a criminal. † These ideas and lessons should not first be presented to children in video games. They instead should be discussed before hand with children’s parents. Children should not be able to play these games. Only teens that know their right from wrong and understand that the ideas perceived in these games are completely unethical should be allowed to play them. Another reason violent video games should be kept away from children is violent video game use has been linked to bad behavior among children and even delinquent crime. Children who play violent video games are more likely to bully or start a fight at school. Patrick McCormick, a writer for the U. S. Catholic, in an article titled â€Å"Moral Kombat† references Craig A. Anderson and says this: â€Å"Surveying a gigabyte of studies done over the past 50 years, Anderson found â€Å"unequivocal evidence that media violence increases the likelihood of aggressive behavior in both immediate and long-term contexts. † Children who played video games were more likely to bully and fight with others and less likely to exhibit self-control or empathy. † Violent video games should not be available to children if these are the effects that they invoke in children. What’s worse is there is worse behavior that is linked to violent video games. Violent video games have been linked to delinquent crime, most specifically school shootings. â€Å"In the last decade numerous headlines have made the connection between gaming and violent crimes. Stories have identified the perpetrators in school shootings and other multiple homicides as adolescents who spent a good deal of time playing violent video games, and FBI reports have suggested that fascination with this sort of media violence could be a arning sign identifying possible shooters†(McCormick). The Columbine shooting in Colorado is historical evidence providing proof that violent video games are bad influences on children. The shooters played a violent video game and make a reference to it in a video. Guy Porter and Vladan Starcevic wrote an article called â€Å"Are violent video games harmful? † and say this: â€Å"The 1993 game ‘Doom’†¦was played by Eric H arris and Dylan Klebold before they went on a shooting Rampage at Columbine High School in 1999, killing 12 fellow students and one teacher, before committing suicide. The two killers had mentioned the game in a video they made before the massacre, stating it would be â€Å"just like Doom†. † This type of behavior should not be accepted in today’s society. Violent video games should not be responsible for fueling children like this to do heinous crimes. Stricter laws should be enforced and parents should be more educated about the violent video games that are available to their teens. Many critics say violent video games are not a bad influence on children and instead are educational and helpful to children. Peter McCormick writes: â€Å"complex and challenging video games engage our children, helping them to learn useful information and master necessary skills. † Kristin Kalning illustrates the same idea in her article on MSNBC when she speaks of the ESA website. She says: the ESA has done â€Å"several studies pointing to games’ potential benefits for developing decision-making skills or bettering reaction time. † Any video game can be made to be complex and challenging without being violent. Violent video games may teach you better reaction time and how to make decisions quickly, however; they also usually teach children the wrong lesson. Video games in general take away extra time children can be spending outside doing physical activities and studying. Violent Video games should not be sold to children who are under the age of sixteen. Children who are too young do not have a mind developed enough to understand the violence. How to cite Violent Video Games and Kids, Essay examples

The Constitution vs. Racial Profiling The Knock-out Round free essay sample

Explores constitutional issues in racial profiling and discrimination in the wake of 9/11. Examples of profiling are derived from general minority experiences and specifically Arab/Muslim discrimination after 9/11. This paper presents a detailed examination of racial profiling. The writer addresses four scenarios and argues for or against their legal and moral foundation based on the 14th amendment of the United States Constitution. In addition to the writers belief regarding each scenario, we are given key elements of the oppositions argument and the writers rebuttal to that opposition. From the paper: Following the attacks on America September 11, 2001, there were cries for revenge throughout the nation. Anyone who looked Muslim was endangered as Americans took their anger to the streets. Following the attack there were several instances in which pilots refused to fly planes until Muslim looking passengers were removed and angry residents threatened those who looked like one of them. We will write a custom essay sample on The Constitution vs. Racial Profiling: The Knock-out Round or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The initial rage died down and in its place we were given many new security measures that we have been told are for the good of national security. The measures boil down to legalized racial profiling in some cases. Racial profiling is not a new event. It has been around for many years. Racial profiling goes against everything the constitution of this nation stands for; yet in light of the attacks in New York, Americans are less vocal about it then they have been in the past. Now, instead of denouncing all profiling as unconstitutional and wrong, we find ourselves looking at individual profile scenarios and holding them against the constitution to see if we can slide them through. We have entered a new world since the attacks. It is a world in which we are trying to walk a much thinner line between protecting the safety of those who live here and protecting the constitution.

Accounting in Business for Entertainment Retailer- myassignmenthelp

Question: Discuss about theAccounting in Business for Entertainment Retailer. Answer: Purpose of financial accounting statement: The general purpose of the financial accounting statement is to give information regarding the results of the operations, financial position and cash flow of the company. The information that is stated in the financial statements is to make aware the users of the financial statements regarding the distribution of the resources. An assertion can be stated that lenders make use of the entire set of the information in the financials to understand whether they must extend the credit to the business or limit the sum of credit that has already extended. The purpose of the financial statement for the investors is to make the use of the price per share at which they are interested to invest. The purpose of the financial statements for the government is to tax the business based on the assets and income and they can generate the information from such financials. Additionally, a union can base their position of bargaining on the apparent ability of the business to pay. Therefore, such kind of information can be obtained from the financial statements. In other words, the financial statements possess number of purposes, depending upon who the reader is and which financial statement is being perused. Accounting practices and Revenue Recognition adopted in Jb-Hi-Fi: The accounting practices adopted for the preparation of the general-purpose financial statements complies with the Australian accounting standards and interpretations that is issued by the board of the Australian Accounting Standards and the Corporation Act 2001. The financial statements of the Jb Hi-Fi comply with the international financial reporting standards that is issued by the International Accounting Standard Board (Jbhifi.com.au, 2017). The accounting practices that has been implemented in the preparation of the fiscal statements is based under the convention of historical cost, excluding the financial assets and the liabilities combined with the certain classes of plants and equipments that are measured in terms of the fair value. The critical accounting assumptions and estimations of Jb Hi-Fi is used during the preparation of the financial statements that is constantly evaluated by the company and take account of the historical experience and other factors. The accounting assumptions and estimations comprises of the upcoming proceedings that might create a fiscal effect on the company are considered practical under the current circumstances. Jb Hi-Fi measures the revenue based on the fair value of the sum of considerations that is receivable or received. The sum of amounts that is disclosed in the form of revenue represents the net amount of returns, amount of trade allowance, repayments and amounts that is collected by the company on behalf of the third parties. Jb Hi-Fi recognizes revenue at the time when the sum of proceeds can be measured dependably. It is likely for the company the future economic welfares would flow in the company and the specific criteria of the business has been met. The company bases its estimates in terms of the historical results by taking account of the type of customers, the type of transactions together with the specific of each arrangements. Revenue derived from the sales is recognized when the company has transmitted the purchaser the noteworthy risks and reward associated with the ownership of goods. On the other hand, when the company acts in the form of agent instead of being principal in the transaction the revenue recognized represents the net amount of commission that is made by the company. Revenue that is recognized from the contract of services is identified by the reference to the share of amenities which is provided in agreement with the contract. Proceeds derived from the time and physical agreements is identified at the contractual rates in the form of labour hours delivered and direct expenditure that are occurred. Analysis of the annual report using financial tools and ratios: Profitability ratios: Profitability ratios is referred as the financial tool that is put into use to assess the capability of the business to harvest earnings in comparison to the expenditures with other pertinent commercial cost that is incurred during the period. Considering the return on equity of Jb-Hi-Fi the business reported a return on equity of 40.68 for the year 2016 and in the subsequent year of 2017 the business reported the return on equity of 27.4 (Jbhifi.com.au, 2017). This reflects that profit generated on each dollar of common stockholders. The return on equity of Jb-Hi-Fi is rated second among the other related companies. The return on equity of provides that how the company effectively manage their money or reinvested. The return on equity provides the ability of Jb-Hi-Fi to produce profits from its shareholders investments in the organization. After adjusting the long term liabilities Jb-Hi-Fi present holds around 2.77 billion in current valuation by claiming around 40% of the diversifi ed wholesale and retail industry. The return on asset reported by the company for the year 2016 stood 16.13 however in the subsequent year of 2017 it declined to 10.01. The return on assets ratio of Jb-Hi-Fi represents the net income that is generated from the total assets for the year 2017 in comparison to the net income to the average total assets. The financial leverage reported by Jb-Hi-Fi stood 2.45 in the year 2016 and the subsequent year of 2017 the financial leverage reported by the company stood 2.87. JB Hi-fi reported an asset turnover of 4.19 in the financial year 2016 but in the year 2017 the asset turnover marginally felled down to 3.27 (Jbhifi.com.au, 2017). This represents that somewhat the measurement of the assets has not been efficiently managed to generate profit during the financial year 2017. The total asset of Jb-Hi-Fi represents the amount of current and long term assets that is retained by the firm during the specified time period. The assets of the Jb-Hi-Fi are listed on the balance sheet and they are characteristically valued depending on their purchasing prices and not on the present market value. The return on asset reported by the company is from the long-term value of the property and other capital assets which is anticipated to be useable for more than a year. As the sole purpose of the Jb-Hi-Fi is to produce revenues and generate profit the return on assets assist the management and investors of Jb-Hi-Fi to gauge into the performance as how efficiently the company convert its assets in the profits. The earnings per share reported by the company for the financial year 2016 stood 1.5 however in the following year of 2017 the earnings per share reported by the company marginally increased to 1.53 (Jbhifi.com.au, 2017). The rise in the earnings per share of the Jb-Hi-Fi is marginally attributed to the equity settled benefits reserves derived from the grant of the share options to the executives and the non-executives management under the organizations share options plans. Profitability Ratios 2016 2017 Return on Equity 40.68 27.4 Return on Assets 16.13 10.01 Financial Leverage 2.45 2.87 Asset Turnover 4.19 3.27 Earnings Per Share 1.5 1.53 Liquidity ratios: The liquidity ratios represent the ratio between the liquid assets and the liabilities of the company to measures the ability of the organization to discharge its obligations of debt (Otley Emmanuel, 2013). The cash ratio of Jb-Hi-Fi represents the ratio of liquid assets of the company to its current liabilities. The cash ratio of Jb-Hi-Fi reported for the year 2016 stood 11.61 however the cash ratio of the company marginally declined to 8.219 for the year 2017 (Jbhifi.com.au, 2017). An important consideration in regard to the Jb-Hi-Fi cash ratio is that cash and cash equivalent comprises of the cash in hand and in bank along with the net outstanding of the bank overdraft. The cash ratio of the company is rated third in overall category among the other related companies. In respect of the profitability ratio, the current ratio reported by the company stood 1.57 for the year 2016 however, in the subsequent year of 2017 the current ratio reported by the company marginally fell to 1.32. The current ratio of Jb-Hi-Fi is considered to be third overall in respect of the other related companies under the current liabilities. The current ratio of Jb-Hi-Fi is rated to be third overall in current ratio group amid the other associated businesses. Gauging at the current ratio reported by Jb-Hi-Fi, can be stated that the short-term creditors would generally favour a high current ratio subsequently it lowers their total risk. However, the investors might prefer a lower current ratio since the investors are more concerned regarding the growth of the business by using the business assets. Quick ratio can be defined as the tool to measure how better an organization can meet the short term financial obligations or liabilities. The quick ratio reported by the company for the year 2016 stood 0.34 and in the subsequent year of 2017 the quick ratio of Jb Hi-Fi stood 0.30. The cash equivalents of the Jb Hi-Fi represent the current assets which the company easily convert into the short term bonds, savings account, money market funds or the certificate of deposits in order to discharge the short term obligations of the company. The cash and cash equivalents of Jb Hi-Fi is rated third among the other company since the company creates around 55,151,515 of cash and cash equivalents per quick ratio (Jbhifi.com.au, 2017). Under the liquidity ratio Jb Hi-Fi reported a receivables turnover of 44.05 for the year 2016 and in the following year it reported a lower receivable turnover of 38.2 for the year 2017. The decline in the receivables turnover is primarily attributed to the non-impairment of all the debts of the that are past because on the reporting date the company considered numerous amounts of its debts to be written off was credited against the other expenditure in the profit and loss account. On the other the inventory turnover reported by Jb Hi-Fi stood 6.03 for the year 2016 and in the following year of 2017 the inventory turnover stood 6.25. The inventory reported by the Jb Hi-Fi are usually stated at lower cost at the net realisable value. Costs are generally allocated to the separate items of inventory based on the weighted average cost following the deductions of the rebates and discounts. Liquidity Ratio 2016 2017 Cash Ratio 11.616 8.219 Current Ratio 1.57 1.32 Quick Ratio 0.34 0.30 Receivables Turnover 44.05 38.2 Inventory Turnover 6.03 6.25 Solvency Ratio: The solvency ratio represents one of the numerous ratios that is used to assess the competence of the business to discharge its long term debts. Under the solvency ratio the time interest earned reported by Jb Hi-Fi for the year 2016 stood 57.48 while in the subsequent year of 2017 Jb Hi-Fi reported a lower Times Interest Earned ratio of 25.22 (Jbhifi.com.au, 2017). On the other hand, a cash coverage ratio for Jb Hi-Fi stood 1.69 for the year 2016 which subsequently declined to 0.34 in the following year 2017. In order to represent a sufficient ability of Jb Hi-Fi to pay for its borrowing interest expenditure the ratio was substantially greater than 1:1 in the year 2016 however it declined to below the ratio of 1:1 with the company reporting 0.34 in the subsequent year of 2017. Concerning the debt to equity ratio Jb Hi-Fi is considered to be rated second in the overall category of the debt to equity among the related firms as the company reported a debt to equity ratio of 1.45 in the year 2016 which subsequently increased marginally to 1.87 in the year 2017. The increased debt to equity ratio of Jb Hi-Fi is typically reflecting that the firm has been borrowing aggressively to fund its development and as a consequence of this the company might shoulder the burden of increased interest expenditure. Solvency Ratios 2016 2017 Time Interest Earned 57.48 25.22 Cash Coverage Ratio 1.69 0.34 Debt to Equity Ratio 1.45 1.87 Market based ratios: The market-based ratio is used to assess the present price of share of the organizations publicly held stock. Jb Hi-Fi is rated in the second position in the overall price to earnings growth class among the other related companies as the company reported a price to earnings ratio of 3.95 in the year 2016 and subsequently increases to 1.87 in the year 2017. The growth can be attributed to the increase in the working capital with improved operations from the use of existing resources. Conversely, the dividend yield ratio of Jb Hi-Fi for the year 2016 stood 1.33 and increased to 1.55 in the subsequent year of 2017 (Jbhifi.com.au, 2017). The dividend declared by the board represents an increase of 18 cents from the previous year that ultimately resulted the dividend to stand at 118 cents each share. The growth in the dividend is generally attributed to the growth of business in order to maximize the returns of the long term shareholders. Market Based Ratios 2016 2017 Price/Earnings Ratio 3.95 4.57 Dividend Yeild Ratio 1.33 1.55 The study can be concluded by stating the JB Hi-Fi continues to achieve growth and it is on track of delivering a long-term sales aspiration of around $500 million. The analysis conducted represented that The growth in the dividend is generally attributed to the growth of business in order to maximize the returns of the long term shareholders. The analysis conducted above represented that Jb Hi-Fi has maintained a competitive advantage and it is focussed on the growing productivity by reducing its expenditure. Future for JB Hi Fi: The market of home appliances market in Australia is considered be larger than several other categories of $4.6 billion in which JB-Hi-Fi operates. Therefore, this presents the company with the opportunity of leveraging the strength and trust in the brand of the JB-Hi-Fi. By levering the robust inheritance, the company can foresee its continued expansion in the products of home appliances and ultimately provides the noteworthy opening for the JB-HI-Fi in the future market. In addition to this, the Home store roll-out will enable the company to introduce small appliances in the existing stores of the company. JB-Hi-Fi sees that the roll-out of the small appliances in its current network would result in the natural development of the proven home appliances strategy and the company in the long run anticipates most of its stores to carry its appliances. Reference List: JB Hi-Fi | JB Hi-Fi - Australia's Largest Home Entertainment Retailer. (2017).Jbhifi.com.au. Retrieved 23 October 2017, from https://www.jbhifi.com.au/

Warfare in the High Skies

Abstract Etihad Airways and Emirates Airways are two rival airlines operating from the United Arab Emirates (UAE). This proposal looks at several components of a research project designed to look at the elements of their marketing strategies, against the backdrop of their rivalry. The paper provides an analysis of the two companies and compares their marketing strategies.Advertising We will write a custom term paper sample on Warfare in the High Skies specifically for you for only $16.05 $11/page Learn More The paper also presents findings of previous research regarding international market entry and examines the different approaches that may be used by a company looking to establish itself into a foreign land. The paper closes by giving various recommendations to both Etihad and Emirates on how they can advance by learning from each other which may threaten the representativeness of the achieved sample. Introduction Etihad Airways and Emirates Airways a re two rival airlines operating from the United Arab Emirates (UAE). This proposal looks at several components of a research project designed to look at the elements of their marketing strategies, against the backdrop of their rivalry. As can be seen from table 1, the income from the airline business keeps fluctuating. Chart 1 and 2 also depict the results in the table graphically. Table 1: Summary of Airline Profits and Margin Item / Year 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Operating Revenue 291 295 305 328 307 306 321 378 413 452 490 514 Operating Expense 274 279 293 317 319 311 323 375 409 440 474 498 Operating Profit 17 16 12 11 -12 -5 -2 3 4 12 16 16 Operating Margin (%) 5.8 5.4 3.9 3.3 -3.9 -1.6 -0.6 0.8 1 2.6 3.3 3.1 Net Profit 8.5 8.2 8.5 3.7 -13 -11.3 -7.6 -5.6 -4.1 -0.5 5.6 5 Net Margin (%) 2.9 2.8 2.8 1.1 -4.2 -3.7 -2.4 -1.5 -1 -0.1 1.1 1 Chart 1: Summary of Airline Profits and Margin Chart 2: Trend of Changes over the YearsAdver tising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Aims and Objectives The aim of the study is to determine the factors affecting the choice of market entry models in the international market. Emirates Airlines and the Etihad Airlines have managed to break into international markets despite bitter domestic rivalry. This makes them the best candidates for the study. The objectives of the study will be as follows. To investigate the market entry models of Etihad Airlines and the Emirates Airlines. To investigate the defining elements and the implications of the rivalry between the Etihad Airlines and the Emirates Airlines. To determine the long term prospects of the two airlines in relation to their existing marketing strategies in the context of their rivalry Justification for the Topic Etihad Airways and Emirates Airlines are bitter rivals in the airline sector in the UAE. The two airlines have been competing for market share since the establishment of Etihad Airlines. The significant difference between these two airlines is that Etihad Airlines is much younger than Emirates Airlines. Despite this, Etihad Airlines is proving to be a strong competitor for leadership in the UAE airspace. The main question this leads to is â€Å"how can a young company take on an established company and become a fierce rival?† Secondly, â€Å"what marketing strategies do the two airlines use, and how do these strategies contribute towards their success?† Need for the Study The need to study the rivalry between Etihad Airlines and the Emirates Airlines comes from the following reasons. First, marketing determines the success or failure of any business. Therefore, the fact that Etihad Airlines and Emirates Airlines are each successful in their own right makes them ideal candidates for a study in marketing strategy. Secondly, Etihad Airlines has not yet broken even since its inception, and it will take a few more years before it makes profits. Emirates Airlines has been making profits throughout its history. Does this situation stem from the marketing strategies of the two airlines? Thirdly, there is need to determine the long term prospects for the two airlines given their existing rivalry.Advertising We will write a custom term paper sample on Warfare in the High Skies specifically for you for only $16.05 $11/page Learn More Importance of the Study The importance of this study is that it will provide a platform for examining the effectiveness of marketing strategies under a situation of bitter rivalry. The two airlines position themselves as luxury airlines. They also provide services in very competitive routes across the global landscape. Their rivalry can end up with one of them collapsing and the other becoming a monopoly. On the other hand, each of the companies is a target of acquisition by its rival. These issues il lustrate the importance of studying the marketing strategies of the two airlines in order to determine which one is likely to survive in the long term. The proposal aims to provide a good background to understand how the two competing companies operate, and how they can actually take advantage of their strengths to position themselves strategically in the market. Furthermore, the relevant data that will result from this study will be a very useful resource to both companies as they seek to expand their operations. Based on the outcome of this study, the two companies will be able to analyze their marketing strategies and make the necessary improvements where necessary in order to perform better. As the two companies have already made a move to penetrate the international market, this results of this study will provide them with information that is critical for their survival in an international set up. Besides, this study will be a good reference for future market researches or even for existing and potential airline companies. Sources of Information There are three main sources of data for this project. First, the project will examine existing data regarding the operations of the two airlines from literature. The study will also examine research papers written on various aspects of the operations of the two airlines. It will be important to interview people who use the airlines to determine the customer satisfaction indices. Finally, it will be important to study publications by the two companies to decipher their marketing strategies.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Literature Review Among other things, this section will examine the literature that exists regarding these two rival companies. The information gathered will later provide a good foundation for understanding how these two companies carry out their marketing operations and what the future holds for two. Defining Marketing According to critics, the marketing concept is about producing things that people do not really need and then tricking the customers into buying them through deceitful advertising. However, Shaw (2011) describes marketing as a complete philosophy for running a business, based on the meeting of well researched, well understood, and genuine customer requirements. It is the management process responsible for identifying, anticipating, and satisfying customer requirements in a profitable manner (Shaw, 2011). Apparently, the use of the word anticipating in the definition emphasizes that marketing is a dynamic discipline, where customer requirements. According to Shaw (20 11), successful airlines are those that accept the principles of marketing should provide a framework for all they do, and set out to apply these principles as widely and as rigorously as possible. Background of Etihad Airlines and the Emirates Airlines Etihad Airways, the national airline of the United Arab Emirates, based in its capital Abu Dhabi, made its first commercial flight in November 2003 (Hausmann, Austin Mia, 2009). Since then, the airline has grown faster than any other in the commercial aviation history, currently serving more than 50 destinations in Asia, Africa, Australia, Europe, the Middle East, and North America. Etihad offers the highest standards of service and comfort both on the ground and in the air with world class cuisine, award winning flat beds in its premium cabins and the widest seats in the economy, as well as more than 500 hours of on-demand in-flight entertainment. Etihad operates a young and environmentally efficient fleet of at least 42 aircraft, which is set to continue growing (Hausmann, Austin Mia, 2009). The Emirates group consists of Emirates Airline, Dnata, Mercator, Transguard, and Emquest. Emirates Airline’s divisions include Emirates SkyCargo, and Emirates Destination and Leisure Management, which manages Emirates holidays, Arabian Adventures, and Emirates Hotels and Resorts. According to Hausmann, Austin and Mia (2009), Emirates operates services to 97 cities in 61 countries in Europe, America, the Middle East, Africa, the Indian sub content, and Asia-Pacific. The airplane’s wide bodied fleet comprises over 110 aircraft and it has on order, a further 112 aircraft worth more than US$ 30 (Hausmann, Austin Mia, 2009). Apparently, international sports sponsorship plays a central role in Etihad’s global marketing strategy, as it seeks to develop its profile in markets across the world. Major international sponsorship deals include the Ferrari F1 Grand Prix team, Chelsea Football Club, the Etihad S tadium, Harlequins Rugby Football club, and All Irish Hurling Champions. Etihad is the title sponsor of the Formula One Etihad Airways Abu Dhabi Grand Prix (Hausmann, Austin Mia, 2009). According to Kleymann and Seristà ¶ (2004), Emirates Airlines is reluctant to join a global alliance as its existing relationships with OneWorld and the Star alliance, are providing good benefits and revenue streams. Emirates Airlines is concerned that a global alliance strategy may conflict with the development of Dubai International Airport as an Emirates hub. Apparently, the carrier is not sure that joining an alliance would make it a feeder airline for others. The Market for Air Transport Services Any airline which is to apply the principle of marketing successfully needs a thorough knowledge of current and potential markets for its services. This knowledge should encompass an understanding of the business in which they participate, and of the market research techniques they must apply in order to gain the knowledge they need about the market place. They must be able to identify customers and distinguish them from consumers. In addition, it is necessary for them to segment their markets. Once they have done so, they need to identify and prioritize the requirements of customers in each of the segments. Finally, and most importantly, they must examine their markets in a dynamic rather than a static sense and anticipate future changes in customer needs. To begin with, any airline first has to deal with the question as to which market or markets are to be studied. To do so, it must answer the fundamental question about the business or businesses in which it participates. In doing so, there are two possibilities. The first and obvious way is to define business participation in terms of what the firm does. Thus, it would be easy for an airline to say that it was a player in the aviation business. There is, however, a significant problem in doing so. It will result in a serious under estimation of both the extent and nature of the competition that the airline faces. As a consequence, defining business in this manner is often characterized as marketing myopia. A much better way is to look at the question from the point of view of the needs that the firm is aiming to satisfy and the competition that it faces. A large airline will be working in at least the transport, communication, and leisure areas. These are explained as follows. Transportation According to Shaw (2011), there is a clear economic and, often social need for transport. Those with this need will look for it to be satisfied in an optimum way. Whether use is made of air transport or a surface transport mode in order to do so is less important to them. There are now many short haul routes where surface transport can provide a level of service in terms of comfort and door to door journey times which is as good as or better than that available from airlines. In the future, this form of competition is likely to become even more marked, given the ambitious investment plans now in place in many countries for the improvement of surface, especially rail, transport. Communication Airlines have always assisted people to communicate, as travel allows opportunities for face to face meetings. It should not be assumed any longer, though, that travel is essential for such meetings to take place. The world is under going a revolution based on video conferencing, conference calling, and email. The future will see video conferencing becoming even cheaper, of better quality, and more widely available. More companies are now investing in video conferencing suits for their staff. Also, almost all personal computers are being sold with in built web cameras, allowing video conferencing to come to the desk top. These are all indicators of substantial amount of competition that airlines are already facing from the telecommunications industry. Seemingly, the degree of this competition will increase further in the future, especially during recessionary times when many firms are under acute pressure to save money. Leisure Airlines today are increasingly involved in the intensely competitive leisure industry. Customers have to decide how they will use both their disposal income and disposable time. Disposable income can be used to purchase holidays. It can, though, also be used to buy a wide range of other consumer items. Disposable leisure time can be used for taking of air based holidays. In the same way, it can be used for other leisure activities. It certainly will be if traveling by air becomes a tiresome experience through flight delays and more and more chaotic airport handling brought about by increasing congestion, more strikes and growing security requirements. For leisure travelers, the impact of surface transport competition is likely to be greater still. Besides competition on service quality, surface operators will be able to challenge airlines on price, with both train and bus services likely to become increasingly significant. The customer in such a situation might be the family member who has most influence in travel decisions. International Entry Strategies As companies face maturing markets and stiffening domestic competition, they show a growing interest in cross border initiatives. Many of today’s leading companies are making foreign market entry decisions on a fairly recurring basis whereas others are taking their first steps in this competitive arena. For example, Best Buy, the world’s largest electronics specialist, continues to internationalize, with market entries into emerging markets such as Mexico and Turkey, and mature markets such as the UK (Carpenter Shankar, 2012). The world’s largest company, Wal-Mart, also actively pursues new foreign operations. As of March 2011, Wal-Mart operated 4587 units in 14 countries outside the USA. The most recently entered market was India, where Wal-Mart runs a wholesale operation under joint venture with India based Bharti Enterprises. So as not to be undone by their Western rivals, rising companies from emerging markets such as Tata Motors and Lenovo are also diligently cultivating a global mindset. India based Tata, for example, recently acquired Jaguar/Land Rover, China’s Geely took over Volvo, and Lenovo bought IBM’s personal computer division. The success of these foreign entries obviously depends on the appropriateness of the firm’s post entry decisions, but may also depend on the strategic choice made at the time of entry, as they shape the platform from which competitive advantages can be gained. Here, we will reflect on both the antecedents and performance consequences of some of the most important decisions that have to be taken at the time of entry. These decisions include; country selection, timing, mode, scale of entry, and the level of adaptation and standardization. As observed by Carpenter Shankar (2012), marke t entry decisions are some of a firm’s most risky strategic choices, as international market entry requires a major commitment of financial and managerial resources. For most firms, it remains uncertain as to whether a large scale presence will ever materialize in the hoped for economies of scale. In a similar way, they wonder when it is best to enter a given market or how much a firm should adapt its concept such as brands, products, and store format, to local taste or whether similar entry strategies will prove to be optimal in mature and emerging markets. This uncertainty helps to explain the variability observed in entry strategies adopted by international players, even within the same industry. Considering that entry decisions remain difficult, managers often turn to prevailing practices in the industry to learn which decisions are good, or even best. Competitive entry decisions are monitored closely, providing a significant input in the decision process. However, the wi de variation in the year of entry, in the scale and mode of entry and in the extent of standardization indicates that this does not imply a mere copying of the most popular pattern. Rather, industry rules suggest different entry decisions contingent on external and internal conditions. Besides looking into the above antecedents of these decisions, here are some insights into the contribution of different strategic choices at entry on post entry performance, especially in the longer run. In spite of this growing extent of internationalization, several firms are still struggling to develop the competencies needed to compete in the global arena. Mixed success has been reported when expanding into the foreign markets. Clearly dominating the US retail market, Wal-Mart’s attempts to apply the company’s proven US formula in an unmodified manner to the German market turned out to be nothing short of a fiasco. Moreover, many international companies do not realize comparable mar gins or returns abroad as in their home market, an a few reach break even in their international. For example, the French retail giant Carrefour loses money in many of its European and cross continental markets. In 2010, Carrefour decided to sell off its 61 supermarkets in Singapore, Malaysia, and Thailand, and focus on markets where it is either the market leader or a strong contender. Overall, firms favor countries with a large prospective customer base as such markets offer better opportunities for good returns. As for scale, several potential indicators are used to assess the potential attractiveness of the market. The indicators a company selects are to a large degree driven by the strategic objectives spelt out in the company’s global mission. Some indicators are derived from macroeconomic trends, others from consumer behavior and culture. Colgate Palmolive, for example, views per capita purchasing power as a major driver behind market opportunities. Starbucks looks at economic indicators, the size of the population, and whether the company can locate good joint venture partners. When choosing markets for a particular product, the metrics to consider should depend on the nature of the product and the way local consumers use and perceive this product. Proctor Gamble chose Malaysia and Singapore as the first markets in Asia for roll out of Febreze, a fabric odor remover. Not only were both markets known for home proud consumers, people there tend to furnish their homes heavily with fabrics. A company might also decide to enter a particular country that is considered as a trendsetter in the industry. Kodak, for example, re-entered the digital camera market in Japan precisely for that reason. According to the president of Kodak Japan, what happens in Japan eventually happens in the rest of the world. The critical role of market size in country selection is supported by several empirical studies. Given that there are several measures to proxy market s ize, the selection of the proper variable is important. A study of the Finnish software enterprises found that the size of the software market in the target country was the most important country selection factor, not GDP or per capita GDP. Apart from the current size, also the future growth prospects are a key consideration. For example, the growth of the middle class is an important driver for many grocery retailers to enter emerging economies. Distance is another selection criterion. Like scale, distance is a multi attribute dimension. It encompasses geographical, cultural, economic and administrative distance (Carpenter Shankar, 2012). All of these criteria will determine how similar a prospective host and home market are. In general, the more similar both markets are, the more likely a firm will enter the prospective host market. One way to capture or quantify the firm’s knowledge of the economic and cultural environment is through the notion of near market knowledge. T he near market knowledge concept enables a firm’s understanding of potential new markets is based on the knowledge generated from operating in similar markets. Administrative distance and hurdles also play a role in a firm’s country selection process. Tariffs, trade quota, restrictions on foreign direct investment and preferences to protect domestic competition by prospective host countries’ governments will directly impede a firm from selecting a country as potential new market. On the other hand, when administrative borders erode, cross border diffusion will accelerate. Generally, the importance of distance tends to evolve as the firm gains more international experience. As the firm gathers more internal expertise, it can expand into countries that are geographically or culturally more distant. For example, Starbucks opened its first store in Canada in 1987, Wal-Mart chose Mexico as its first market outside the US for the launch of the Xbox 360 game console (C arpenter Shankar, 2012). When operating in similar countries, it is hoped that relevant knowledge can be transferred from one country to another. Tracking competitors’ moves also plays an important role in country selection. As firms meet their competitors more and more in several different international markets, the mere presence of those rivals can become an important selection criterion. Dynamics of Entry Strategies The impact of an entry decision can change over time. Some decisions will have along term impact, while in other cases their effect will be relatively short lived. Moreover, the importance of certain factors can change as firms grow more familiar with foreign operations. For example, as the firm builds more international experience, the cultural or economic distance to the home country may become less of an impediment. A study of the international expansion paths of US service firms found that as their international experience increases, these firms indeed see k out markets that are geographically and culturally more distant. An important factor in this evolution is the firm’s ability to transfer knowledge across countries. Conventional wisdom appears to be that firms should gradually enter into more remote countries, where each time, one’s knowledge base is updated in a rather incremental fashion and without major shocks. However, at some point, the firm may adopt an alternative strategy to immediately go to a variety of vastly different target markets, in order to quickly enrich its base through a wide variety of experiences. The former corresponds to a waterfall strategy, while the latter is associated with a sprinkler strategy of international expansion. Firms may also adapt their entry mode over time. The drivers that resulted in the initial entry mode selection tend to evolve over time. As a result, the firm may feel the urge to switch its presence mode. Conventional wisdom suggests that firms progressively move to gre ater control modes. For instance, Starbucks initially entered China through three joint ventures covering different regions. Over time, the firm raised its control in three ventures. In 2006, the coffee chain increased its ownership in the North China partnership to 90 percent so that it could achieve greater operational efficiencies and accelerate its market expansion. So far, scant attention has been paid to the dynamics of entry mode choices. The limited research that dies exist has primarily focused on the antecedents of an internationalization mode change and, not so much on the performance consequences. Finally, while previous research has often focused on the scale of the initial entry, interesting research opportunities are present when studying the subsequent evolution in the investments in different countries, especially for companies with an extended country portfolio. Indeed, trade offs have to be made then on where to grow first. This may require divestments in other co untries, even when the operations in the latter are profitable as well. More and more are no longer confined to their local market, but extend their operations across multiple countries. This involves considerable risks, as major decisions with long lasting performance implications need to be made under considerable uncertainty. Indeed, various decisions have to be made when entering foreign markets, including the selection of the target countries, the timing, the scale and mode of entry, and the extent of standardization versus local adaptation. Throughout this section, relevant literature has been reviewed on these decisions. More attention should be given to capture simultaneously the impact of certain variables on both the selection decision and the subsequent post entry performance of the foreign venture. One concern in addressing this challenge is that researchers usually restrict their samples to countries that the firm decided to enter. Typically, information on the firmâ₠¬â„¢s consideration set of countries at the time of the entry decision is ignored, thereby creating potential sample selection biases. Still, one could envision modeling the selection issue and incorporating it in the performance evaluation. By looking simultaneously at an outcome and selection equation, less biased results may be obtained with respect to the relative importance of the various selection criteria. Although the discussion in this section has concentrated on international entry strategies, exist in global marketing are not uncommon. In 2001, Colgate Palmolive sold its laundry detergent brands in Mexico to Henkel, its German competitor. In 2006, Wal-Mart retreated twice in a row. The company first sold its stores in South Korea and then, barely two months later, it also sold its German stores to Metro. Similarly, Nokia, the world’s largest mobile phone maker, decided to stop making phones for the Japanese market in 2008. However, the literature on market exits is much more limited than on market entries. Initially, firm exits were mostly described as failures, with a focus on poor market shares, low profitability, or lack of financial resources. More recently, more strategic motives have also been identified, such as the need to exit because of a lack of a lack of strategic fit, restructuring, and other proactive moves. Within the more resource based view of the firm, divestments are then described as a move towards the core business by getting rid of non core assets, while portfolio theory has focused on how firms may want to realign their country portfolio to optimally exploit market opportunities. In line with the entry literature, the antecedents and performance consequences for the firms as a whole should be investigated in more detail, so that we can learn when exits may benefit the firm or when they made in vain. As such, one should consider both economic costs of exit, including the sunk costs made during entry that will not be reco vered, and the more strategic costs coming from the ties between the subsidiary that has to be divested and the rest of the firm’s network. Market Entry Modes of Etihad and Emirates Airlines One of the approaches that used by Etihad to penetrate new market us is by forming new alliances. One of the major reasons why alliances are created is to strengthen a company’s position in the market. By forming alliances, Etihad will be able to take advantage of the network created by collaborating partners. Eventually, this leads to reduced operation costs. Emirates and Virgin, however, refused to form an alliance based on the fact that they had distinct products and were, therefore, convinced that working separately offered the solution. The two companies felt that the incremental benefits of global alliance membership do not justify the costs involved in joining. When the Director of External Affairs and route planning of Virgin Atlanta was asked about the possibility of his c ompany entering an alliance, he answered that there had been no need to join any alliance so far (Iatrou Oretti, 2007). Apparently, the Director was convinced beyond doubt that the main advantage of not joining an alliance was flexibility, adding that although he could not point to any particular hard benefit, he also believed that by not having to pay alliance subscription fees or dedicate management time to alliance meetings, Virgin had lower costs. The benefits of joining an alliance are outweighed by staying independent. There is no need to consult anyone regarding timetables or fleet schedules. According to Emirates, the most negative aspects of alliances are slow decision making and compromises members of an alliance are required to make, causing them to settle for the lowest common denominator. Emirates further claims that alliances become bureaucracy laden and divert members’ attention from their core business which is considered an unhealthy situation for forward lo oking and progressive carriers. It is, however, assumed that the growing strength of close competitors such as Qatar Airways and Etihad Airways may at sometime influence its future decisions. Even though Emirates prefer to operate in isolation, the airline acknowledges that alliances are good and is, thus, still open to the idea of forming alliances. As explained earlier, Etihad’s performance has been spectacular despite having been in existence for only a short period of time in comparison to Emirates. Clearly, Etihad, is not afraid to venture into new grounds and this explains why its performance is the way it is. It may be necessary for Emirates to rethink their operational strategy. According to Iatrou Oretti (2007), alliance carriers retain a host of bilateral relations with non member airlines and there are several instances of code sharing between members of rival global alliances. Once the shape of global alliances becomes clearer and more stable, and they grow more exclusive in nature, member airlines may find it difficult to grandfather existing agreements at the time of joining or develop new ones with carriers belonging to a different grouping. Furthermore, should existing coalitions proceed towards deeper integration and start achieving meaningful revenue enhancements and cost reductions it would eventually tip the scale in favor of alliances, increasing their competitive advantages and desirability. Such developments could put extra pressure on the unaligned airlines such as Emirates to re-evaluate their approach towards multilateral partnerships. Etihad also markets itself by offering high quality standards of products and services. Etihad also takes advantage of international sports sponsorship to penetrate the global marketing, as it seeks to develop its profile in markets across the world. As noted elsewhere in this paper, major international sponsorship deals include the Ferrari F1 Grand Prix team, Chelsea Football Club, the Etihad S tadium, Harlequins Rugby Football club, and All Irish Hurling Champions. Etihad is the title sponsor of the Formula One Etihad Airways Abu Dhabi Grand Prix (Hausmann, Austin Mia, 2009). In spite of it being a negative approach to forward progression, avoiding alliance membership has bee supported by other airlines as well. This is an expression of the desire to prevent the alliance from taking too much influence over one’s airline. For example, in the aftermath of the failed integration between KLM and British Airways in mid 2000, the Chief Executive Officer of KLM resorted to stressing his airlines capabilities to go it alone, thereby implicitly down playing the absolute need for an alliance with a competitor. During the discussions with British Airways, KLM has successfully continued on the development and profitability of the airline company. Frequently, the reluctance to integrate too tightly was defined with the fact that alliance membership had really nothing to offer or that up to now, the alliance scene is still considered to be too unstable, or less frequently, because alliancing as such was seen as inherently detrimental to the airline. Generally, it is smaller carriers that have been quick to acknowledge integration. As to outright alliance avoidance, non aligned carriers tended openly to justify their choices of avoiding alliance group membership. As noted earlier, Emirates Airlines is still not ready to join a global alliance as its existing relationships with both the OneWorld and the Star alliance are providing good benefits and revenue streams. Emirates corporate treasurer is, however, concerned that a global alliance strategy may jeopardize its chances of becoming the Emirates hub at Dubai International. Methodology Basically, this study will be based on primary and secondary information sources. Firstly, the literature review will be carried out by consulting books, journals, the Internet, and other relevant sources. Secondly, primary data will be acquired by means of questionnaires. In addition, case studies from the United Arab Emirates will be used to complement the practical part of this research. Research Design and Data Collection Instruments The approach for the study will be quantitative analysis. As has already been stated above, questionnaires will be used for gathering primary data. Other techniques that may be useful for this study are interviews and focused group discussions. These data collection instruments are explained in the subsequent sub sections. Questionnaires Questionnaires are the most frequently used methods for data collection. They provide a method of collecting data by asking people questions or asking them to agree or disagree with statements representing different points. Questions can be open ended, where respondents supply their own answers, or closed ended, where they select from a list of provided answers (Babbie, 2000). According to Gillham (2000), questionnaires are rarely ade quate as a research method on their own. Apparently, this is true of every research methods, especially when one is dealing with a complex real world situation. Generally, the format of a questionnaire can influence the quality of the data collected. A clear format for contingency questions is necessary to ensure that the respondents answer all questions intended for them. It is also possible that the order of items in the questionnaire can influence the response given. Before being administered to the study sample, it is imperative to pretest the questionnaires (Babbie, 2000). The items in a questionnaire are constructed to elicit information on attributes, attitudes, beliefs, reported behavior, health status, knowledge, or psychological traits or states. Respondents may be asked to respond to items on a past, present or predicted timescale. Each item might provide a response that is analyzed individually or be one of a number of items that collectively constitute a measurement sca le on some concept or variable. It should be noted that, in contrast to the measurement of physical quantities such as weight, or distance, the process of measurement involved with such composite scales is not direct. A good questionnaire takes time and skill to construct, and its content and structure should be consistent with the research questions or hypotheses of the study. In general, a questionnaire might comprise all close ended items or might incorporate a portion of open ended items. Questionnaires produce quantitative data for the most part though those that include open ended items will generate some qualitative data, but of less detail and much depth than that obtained by an unstructured interview. The principle alternative to questionnaire is the interview. Questionnaires tend to be classified according to their mode of delivery, whereas interviews are classified in terms of their degree of structure. Although questionnaires are self-completed, they can also be research er completed. Although typically administered by post, a self completed questionnaire might be handed to a group of respondents whom the researcher might hand deliver the questionnaires to the respondents’ homes. Questionnaires have the advantage of saving time. They are also less costly unlike interviews and focused groups. However, where questionnaires are used, the researcher does not get the opportunity to provide any clarifications. To deal with this challenge, it will be necessary to ensure that the questions are properly prepared. Any ambiguity will only serve to confuse the respondents. In addition to the general strengths and weaknesses of self completed questionnaires, there are some specific advantages and disadvantages of postal administration. On the positive side, the cost of this method of delivery is about half that of the telephone administration and a quarter that of face to face administration. The lack of interviewer costs which include recruiting, trainin g, and monitoring, is a particular advantage in this respect. A study using postal questionnaires takes about the same length of time to execute regardless of sample size or geographical spread. Furthermore, the geographical dispersion of respondents does not normally affect the cost, in contrast to methods that require telephone or especially face to face contact. A postal questionnaire can also be delivered to the whole sample at the same time. In addition, it can be completed at recipients’ own convenient time, and allows them to provide information that may not be readily available. A practical draw back of postal administration is that the researcher requires a list of postal addresses, or access to respondents through a third party such as a professional body or charitable organization, in which case, the researcher often has no direct control over follow up to non responders. A further problem is that postal questionnaires can be subject to higher non response rates th an other means of administering questionnaires. If open ended items are included, in a postal questionnaire, the answers obtained are usually shorter and less in depth than with face to face or telephone interviews. Whatever their intended mode of delivery, questionnaires should be piloted. Table 2 shows the advantages and disadvantages of self completed questionnaires. Table 2: Advantages and Disadvantages of Self – Completed Questionnaires Advantages Disadvantages Easy to complete, if well constructed and presented in a way suited to the target Developing a well constructed questionnaire that produces valid and reliable data is difficult Suitable for topics for which fixed response options can be determined Of limited use for topics where the nature or form of responses cannot be predicted, or for complex issues can not be broken down into a series of simple questions Suitable for gathering much the same information from respondents Less suited to situations where different categories of information are required from different types of respondents since this would entail undue structural complexity in the questionnaire The form in which information is gained from each respondent is usually the same, facilitating comparative analysis across respondents Participants answers are largely constrained to fixed response options which may not be wholly appropriate or comprehensive with limited scope to qualify their answers or introduce issues of their own Can gather somewhat superficial data economically form a large number of individuals The researcher can not explore issues in depth by seeking clarification or elaboration Questions can be worded to include a retrospective time frame for the response May be inappropriate when spontaneous responses are required since the respondents are first required to read and understand the questions asked The language as well the terminology are the same for all respondents Require a minimum common leve l of literacy and comprehension and there is a potential for bias if the questionnaire has to be translated for some participants Anonymity of the respondents is easy to guarantee, and this encourages to be fully cooperate There is little guarantee as to where, when, by whom, and in what order the questionnaire is completed The reactive effects of direct contact between the researcher and participants are avoided The wording and structure of individual items may lead to biased responses, and hence unreliable results Data, particularly those deriving from closed ended questions are relatively easy to analyze and a detailed analysis procedure can be determined in advance. It can be difficult to interpret missing data or inconsistent or ambiguous responses. There is no opportunity to query the actual meaning of individual responses Interviews An interview may be defined as a conversation between interviewers and interviewees with the purpose of eliciting certain information. T hey may be carried out face to face or by telephone (Sim Wright, 2000). The essential characteristic of interviews is that they be neutral. Interviewers must be carefully trained to be familiar with the questionnaire, to follow the question wording, and question order exactly, and to record responses exactly as they are given. The advantage of interviews is that the interviewer can provide some guidance in case a respondent is not sure of what is expected of him or her. Interviews can, however, yield compromised results, especially when the interviewer is biased. Focus Group Discussions Focus groups are groups made up of a small number of people, coming together, to address a specific issue. Although this approach guarantees credible results, it has the disadvantage of being very costly. According to Sim and Wright (2000), focus group discussions have been in the tool kit of social scientists for some time now. In more recent decades, the use of the focus group discussions has incr eased amongst some areas of research as a tool to inform policy and practice. For example, focus group discussions have been used in health and behavioral research, strategic planning, health promotion, policy development, and programme evaluation (Holloway 2008). The increased use of focus group discussions is partly due to a broader acceptability of qualitative methods in these disciplines, but also due to a greater emphasis on the inclusion of qualitative methods in mixed method research designs, to respond to research issues not accessible by quantitative approaches. This more recent emphasis on integrating qualitative and quantitative approaches has ben encouraged by research funding bodies and has led to a renewed focus of raining in missed method research design for post graduate students in academic institutions. The increased use of focus group discussions has led to a greater number and variety of researchers using the method. Focus group discussions are also being applied in a greater variety of settings than in the past. In particular focus group discussions are often used in international research, particularly in developing country contexts. Despite the broader application of the focus group discussion in a wide variety of contexts, much of the existing methodological literature is written with an implicit assumption that the method is being applied only in western developed country context. For this research, questionnaires will be used to collect primary data. The method has strategically been selected because it is quicker than the other data collection methods. In addition, questionnaire will cost much less than either the interviews or focused group discussions. They will also make it possible to reach a bigger number of respondents (Rivera 2007). The questionnaire designed for the research is included under appendix 1. Findings and Conclusion Most airlines have a competitive strategy embodying the type of value they intend delivering. Its c hoice of competitive strategy is reflected in each carrier’s operating strategy. However, the performance associated with an opening strategy depends largely on benefits earned from delivering expected benefits to targeted customers and on costs incurred delivering those benefits. According to airlines have annual revenues of approximately half a trillion dollars and employ over 2 million people. They directly support another 2.9 million jobs at the airport and civil aerospace manufacturers, and may indirectly support in excess of 15 million jobs in tourism. From the discussion presented in this paper, it is obvious that market penetration is not an easy task. It is, therefore, important for each of the airlines to ensure that a good marketing plan is followed by everyone. Although the two airlines focus on different standards of operation, they can each learn form each other, eventually leading improved services. Although Emirates airline does not care about forming alliance s, it will be necessary for the airline to consider forming alliances in order to take advantage of the structures that have been put in place. A key issue is the enhanced competition in the airline industry. There is an obvious polarization between luxury between luxury and low cost brands which will progress. This means that not only does LCC detract market share of established airlines but are also previous middle class airlines will entering the high class market segment. Clearly, both Etihad and Emirates are competing to offer better services to clients and increase their profits. However, the competition will only serve to make the airlines fail to operate smoothly. Rather than compete against each other, it would be beneficial for both airlines to learn good practices from each other in order to progress and go even further. References Babbie, E. R. (2010). The Basics of Social Research. Belmont, CA: Cengage Learning. Carpenter, G. S., Shankar, V. (2012). Handbook of Marketi ng Strategy. Northampton, MA: Edward Elgar Publishing. Gillham, B. (2000). Developing a Questionnaire. New York, NY: Continuum International Publishing Group. Hausmann, R., Austin, E. L., Mia, I. (2009).The Mexico Competitiveness Report 2009. Geneva, Switzerland: World Economic Forum. Holloway, S. (2008). Straight and Level: Practical Airline Economics. Burlington, VT: Ashgate Publishing, Limited. Iatrou, K., Oretti, M. (2007). Airline Choices for the Future: From Alliances to Mergers. Burlington, VT: Ashgate Publishing, Limited. Kleymann, B., Seristà ¶, H. (2004). Managing Strategic Airline Alliances. Burlington, VT: Ashgate Publishing, Limited. Rivera, M. M., Rivera, R. V. (2007). Thesis Dissertation Writing. Quezon City, Philippines: Goodwill Trading Co., Inc. Shaw, S. (2011). Airline Marketing and Management. Burlington, VT: Ashgate Publishing, Limited. Sim, J., Wright, C. (2000). Research in Health Care: Concepts, Designs and Methods. Cheltenham, UK: Nelson Thornes. Appe ndix: Questionnaire Part A: Demographics Kindly answer the following questions by ticking (√) against your preferred choice (s). Please Indicate your position in the organization Marketing Manager Sales Executive Flight Attendant Any other? Please specify How long have you worked for the airline? Less than 1 year 1 – 2 years 2 – 3 Years More than 3 Years How long have you worked at your current position? Less than 1 year 1 – 2 years 2 – 3 Years More than 3 Years Part B: Market Entry Models In your opinion, which of the following is the most effective mode of entry into a new foreign market? (Please circle the number closest to your choice) Most Effective Effective Least Effective (a) Joint ventures 5 4 3 2 1 (b) Alliances 5 4 3 2 1 (c) Direct Investment 5 4 3 2 1 Part C: Multinational Experience In your opinion, does the company generate a huge income from foreign investments? (Please tick (√) one of the following) Strongly Agree Agree Do not Agree Disagree Strongly How capable do you think your firm is in terms of technological, managerial, and financial capabilities to handle international expansion? (Please tick (√) one of the following) Not Fully Prepared Prepared Somehow Fully Prepared Part D: Ability to Develop Differential Products How do you rate your firm’s training program in terms of preparing personnel to conduct international business? (Circle the number closest to your view) Most Effective Effective Least Effective (a) The firm has well designed training programs 5 4 3 2 1 (b) The firm has a poorly structured training programs that can not full prepare personnel to conduct international business 5 4 3 2 1 How do you rate your firms potential to create new and creatively structured products? (Please tick (√) one of the following) Poor Excellent Not Sure Part E: Ability to Stay ahead of Competitors How would rate y our firms ability to handle the fierce competition in the airline industry? (Please tick (√) one of the following) Most Effective Effective Least Effective Part F: Government Policies and Political Environment What do you think is the attitude of government toward foreign investment in general? (Please tick (√) one of the following) Supportive Not Supportive Not Sure Do you think that the political, social, and economic conditions in the potential foreign investment markets are stable? (Please tick (√) one of the following) Strongly Agree Agree Do not Agree Disagree Strongly Part G: Contractual Risk How would you rate the costs associated with making and enforcing foreign contracts? (Please tick (√) one of the following) Very Costly Costly Not Costly Do you think that your firm’s standards of quality will be maintained if the firm operated jointly with local companies in the foreign market? (Please tick (√) one of the following) Strongly Agree Agree Do not Agree Disagree Strongly In your opinion, do you think there are any risks associated with the dissipation or misuse of your firm’s proprietary knowledge if you operated jointly with local companies in the foreign market? (Please tick (√) one of the following) Strongly Agree Agree Do not Agree Disagree Strongly This term paper on Warfare in the High Skies was written and submitted by user Hayden Villarreal 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.

Risks of Cancer Using Statins an Example of the Topic Health Essays by

Risks of Cancer Using Statins Introduction HMG-CoA reductase inhibitors or popularly known as Statin falls under hypolipidemic drugs, which is commonly used to decrease cholesterol levels in people at risk or with cardiovascular disease. (Branett, pp. 40-41) Several studies were conducted by cancer experts that presented evidences of statin drugs preventing different types of cancer. Need essay sample on "Risks of Cancer Using Statins" topic? We will write a custom essay sample specifically for you Proceed Statins Lower Prostate Cancer Risk Latest research presented that the popular drug statin is really good for more than the heart as it decreases the risk of advanced prostate cancer by 50% based on more than 30,000 men during a 10-year study.Elizabeth Platz, ScD, MPH, a Cancer Epidemiologist of Johns Hopkins Bloomberg School of Public Health in Baltimore found the effects of statin promising. The longer men took statins, the lower the risk of advanced prostate cancer, she said.A new study was presented during the annual meeting of the American Association for Cancer Research. The study showed that 34, 000 men were free of prostate cancer in 1990.Every two years, Platz studied these men if they use statins and whether they are diagnosed with prostate cancer. Platz and her team confirmed the diagnosis if these men declared they had cancer.Approximately 2,000 men had prostate cancer, wherein 283 cases were advanced prostate cancer, while most of them are having spread outside the prostate.Looking unto the statistics of t hose who had statins and those who had not, people who used statins lessen the chance of advance prostate cancer by 50%.(Laino, webmd) Statin use and Breast Cancer in Older Women Experts tested their hypothesis that older women reduce breast cancer if they use statins.The test was conducted at four community-based clinical centers in US, using 7528 participants of Caucasian women in their 70s. In 244 cases, joined pathology reports and medical records showed main outcome measure was breast cancer that is identified over an average of 6.8 years.Over 576 women were reported using statins. The age-adjusted incidence of breast cancer was 3.1/1000 person-years among statin users, 1.4 among women using other lipid-lowering agents, and 5.0 among nonusers. After adjustment for age and body weight, the relative risk of breast cancer among statin users was 0.28 (95% confidence intervals, and among women who used other lipid-lowering drugs, it was 0.37 (95% CI 0.14-0.99) in comparison to nonusers.Tests showed that statin drug users reduced 68% of risk in breast cancer.They therefore conclude those older women who used statins may have decreased the risk of breast cancer . The widespread use of statins by older women will have a great public health impact.(Cauley, doi:10.1089) Statins may cut risk of Colon Cancer Another benefit of using statin drugs may ward off colon cancer according to the American Society for Clinical Oncology (ASCO) A study was led by Stephen Gruber, MD, PhD, of the University of Michigan using 1,608 participants of Israelis infected by colorectal cancer and 1,734 participants of Israelis free from disease. Gruber and his colleagues checked on the participants lifestyle factors that could influence colon cancer risk and their use of statins.From observation, the participants taking statin drugs for 5 years or more cut their risk of colon cancers than those who not.Out of all the participants, only 267 used statin drugs that long, while 95% of them used other cholesterol lowering-drugs. These drugs such as fibrates, pravachols, and zocors did not demonstrate any effect on the risk of colon cancer.(cancer.org) Statins shown to prevent Lung Cancer Researchers of Medical Center in Louisiana State University and the Overton Brooks VA conducted a study using data collection of a large population of 483, 733 patients (composed of cancer-free and with lung cancer) over 6 years in VA Health Care System.From the total population, 7, 280 participants had lung cancer while 163, 662 were having stamin drugs. The use of stamins was defined as time of usage prior to lung cancer diagnosis and/or time of usage until the data gathering was finished.In the results, it was found out that using statins for 6 months or more reduces the risk of lung cancer up to 55%. Taking in statin drugs for more than 6 months will decrease chances of lung cancer across all age groups, whether smoker or not.(sciencedaily.com, 2007) Statins not effective cure for cancer Two studies showed that Statins do not reduce or cure any kind of cancer.First is a study at Journal of the American Medical Association, wherein scientists picked 27 former articles tackling 87,000 patients and studied overall cancer risks. Next, is at the Journal of the National Cancer Institute, wherein researches took 132,00 people in American Cancer Society and studied them primarily focusing on colon cancer.Patients should not take statins in hopes of preventing any cancer. The drugs cost 2 to 3 dollars a day and pose a risk of damaging liver and muscles, said Michael White, Professor at the University of Connecticut states.(preventdisease.com)Not only that statin is not effective as cure for cancer, it might even provoke cancer because of the lowering in cholesterol.It is suspected that some cancer cases rooted from statins as a consequence of the low levels of bad LDL cholesterol produced by taking them. Conclusion Many studies were already conducted that demonstrated how statins can lower the risk of various cancers. Based from some laboratory and animal studies, statins provide protective effects.Although studies proved that statin drugs decrease the risks of certain cancers such as prostate, this is the first time that experts tracked medication use before the study participants developed cancer, Platz stressed.We are not yet ready to prescribe statins for patients who do not have an abnormality, said Dr. Vikas Khurana of Louisiana State University, an author of the statin study, stressing to people with high cholesterol.The studies tackled above are really promising, but lots of stringent experiments and studies should be done before doctors recommend statin drugs to their patients as cancer prevention. As statins continue to present good effects, its not impossible that it can develop side effects particularly in liver and muscles. Before they prescribe statins as a cancer prevention drug, they should first secure the risks of possible side effects.There could be a greater risk in the long run than the early benefits it gives to patients. References: Branett, Megan. Statins. U.S. News and World Report v. 135 no. 22 (Dec. 22, 2003) pp. 40-41 Jane A. Cauley, Statins on Breast Cancer. Journal of Women's Health. 2003, 12(8): 749-756. doi:10.1089/154099903322447710. Laino, Charlene. Prostate Cancer and Statins. From website http://www.webmd.com retrieved January 4, 2008. Cholesterol Drug cutting Colon Cancer. Statins preventing Lung Cancer. Statins dont help with cancer.