William Shakespeare engagingly examines the themes of love in the tragic play Essay Example

William Shakespeare engagingly examines the themes of love in the tragic play Essay William Shakespeare engagingly examines the themes of love in the tragic play Romeo and Juliet; this is shown primarily by the way Romeos character develops throughout various scenes in the play. Set in Verona Romeo and Juliet conveys a tragic tale about the devastating repercussions of love in a time of violence. I will be examining the presentation of Romeos character throughout key scenes in the play and analysing the impact of certain key events in the, quintessential lovers character. The initial brawl between the Montagues and Capulets in Act1 Scene1 introduces the two families in the play as being vindictive and resentful. Tybalt, Juliets cousin, obviously hates the Montagues and stands out as being malicious and spiteful. While Romeo, who was not present at the initial brawl, seems distanced from his family and their hatred toward the Capulets. Shakespeare does this to allow the audience to see Romeo as a loving and peaceful person. Shakespeares characterisation of Romeo in act 1 presents him as being a deeply thoughtful and detached person from his remark Is the day so young? to Benvolios questioning, emphasising his manic distress at losing Rosaline to the audience. Consequently Sad hours seem long to him which underlines his current state of depression since he sees life as an on going struggle to survive and find love therefore clearly demonstrating his low-spirit at this particular time caused by the unrequited love for Rosaline. As Romeo questions his cousin Benvolio what fray was here? the audience begin to realise that Romeo is exasperated with the feud between his family and the Capulets. We will write a custom essay sample on William Shakespeare engagingly examines the themes of love in the tragic play specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on William Shakespeare engagingly examines the themes of love in the tragic play specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on William Shakespeare engagingly examines the themes of love in the tragic play specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Romeo, who is experiencing unrequited love, is very confused and depressed about why the Montagues and Capulets have to feud. Shakespeare shows this by using oxymorons such as Loving hate and brawling love to emphasise how Romeo is trying to understand why the two families are feuding. The contradictory images help the audience to empathise with Romeos state of disarray while Romeo continues expressing his feelings using elaborate metaphors such as a sea nourishd with lovers tears to evoke a sense of sympathy for himself as he feels grief stricken about the unrequited love for Rosaline. This illustrates Romeo as a desperate man who sees love as a very sorrowful and distressing experience. Furthermore his use of rhyming couplets informs the audience of how this matter is emotionally important to Romeo. The audience realise this as in Elizabethan drama where actors spoke in verse when something was of particular significance or importance. In the opening of Act3 Scene1 the marriage between Romeo and Juliet significantly changes Romeos state of mind and presents him as a loving and romantic person. Although Act3 Scene1 begins with the newly formed union between the Capulet and Montague families, Shakespeare juxtaposes the marriage with another confrontation to ultimately show that the two families will never be united. This is shown when Tybalt and Mercutio confront each other and Mercutio ridicules Tybalt in public by saying And but a word with one of us? Couple it with something; make it a word and a blow. This comment by Mercutio tells the audience that Romeo and Juliets marriage will never last because of their families violence and hatred towards each other. The confrontation between Romeo and Tybalt in Act3 Scene1 helps the audience perceive Romeos character as strong and resilient while the other characters in the play see him as a coward when he does not turn and draw and face Tybalt in a fight. Tybalt slanderous comments thou art a villain enrages Romeo, although he shows his resilience and does not fight Tybalt. Demonstrating remarkable self-control to the audience, as he has been publicly insulted but instead he responds with Tybalt the reason that I have to love thee Doth much excuse my appertaining rage. also allowing the audience to empathise with Romeo who does not want to fight, as Juliet is Tybalts cousin. However Mercutio infuriated by Romeo resilience and sees his actions as calm, dishonourable, vile submission because of Romeo unwillingness to fight Tybalt, even though Tybalt has stained his reputation. Shakespeare uses this dramatic irony to tell the audience that Romeo is indeed strong and courageous in not fighting Tyba lt and preserving his love for Juliet. Mercutios death in the play is a very sorrowful and mournful experience for Romeo, as he feels guilty about why he could not stop Tybalt from murdering his best friend hath got mortal hurt in my behalf. This informs the audience of Romeos mental decline as he soon begins to behave irrationally and illogically. Mercutios line A plague oboth your house is repeated numerous times in during his death, this illustrates his outrage and fury since he sees himself as another innocent victim of the feud. At this point in the play the Romeo is grief-stricken about the death of his friend and begins questioning himself whether falling in love with Juliet has made him less manly Thy beauty hath made me effeminate and in my temper softend my valours steel! The audience now begins to see Romeos mental decline and his state of confusion, since he does not know whether to kill Tybalt in retaliation for his actions or to preserve his marriage with Juliet by enabling Tybalt to leave unharmed. Consequently Romeo takes on the role of the avenger for Tybalts actions in killing Mercutio and fights Tybalt, the line Either thou, or I, or both, must go with him, emphasises Romeos intent on killing Tybalt and avenging his best friends death. The use of imagery such as And fire-eyed fury be my conduct now illustrates Romeo anger towards Tybalt and underlines his mental decline as he loses control of himself. Tybalt seems unnerved by Romeos anger and is eager to fight with him, from his line Thou, wretched boy, that didst consort him here, Shalt with him hence; this indicates Tybalt brutality of his lack of remorse for his actions to the audience. Romeo decides to avenge Mercutios death and carries on fighting Tybalt at the expense of losing Juliet, as he knows he would be banished or put to death for his actions, but nevertheless he continues to kill Tybalt, fuelled by his rage and anger. This act of reprisal cost him dearly as he soon realises he has risked losing his wife Juliet . The audience now begin to see Romeo in a deep state of depression as he realises his future with Juliet is now uncertain. Romeo remark O, I am fortunes fool underlines the extent of his actions as he begins to see himself as a victim of destiny, since he knows his actions that night will have consequences and he could end up never seeing Juliet again. The audience can now see Romeo on the verge of insanity as he begins to comprehend that murdering Tybalt will separate him and Juliet forever. Romeos banishment to Mantua in Act5 Scene3 evokes Juliets feelings of grief and sorrow, as she believes fate has denied her a future with Romeo. Her line Come weep with me, past hope, past cure, past help reinforces the extent of her pain and suffering from Romeos forced departure to Mantua. Romeo who is also in anguish believes his banishment to be Tis torture and not mercy, as he cannot endure a day without Juliet, this emphasises Romeos belief on how being apart from Juliet is unbearable and unendurable. The audience now begins to see Romeo in a vulnerable state as he starts behaves irrationally. Furthermore, Juliet, motivated by sorrow, takes a potion feigning death, as she believes it will reunite her and Romeo. Romeo who does not know this is devastated and believes Juliet is dead so he sets his journey to back Verona. The audience can now begin to see Romeos decline, as he believes his beloved wife has died. This is shown when Romeo speaks to his servant Balthasar If thou are jealous, dost return to pry in what I further shall intend to do. By heaven, I will tear thee joint by joint and strew this hungry churchyard with thy limbs, this emphasises Romeos decline from romantic lover to barbaric wild man. Shakespeare uses the oxymoron thou womb of death to suggest that Romeo is in a state of disarray and wants to start a new life with Juliet, where their love for each other can be preserved. The audience here begin to see Romeo as a desperate man who will do virtually anything to preserve the love he has for Juliet. Imagery such as rotten jaw reinforces Romeos decline as Sha kespeare uses vile imagery to show the audience his deranged mental state. Paris reintroduction into the play allows the audience to see how deeply love can affect another, like Romeo. He accuses Romeo of villainous shame for attending to Juliets tomb, this enflames Romeos love for Juliet, as he cares not of what Paris has to say. Paris continues to warn Romeo to stop thy unhallowd toil which indicates Paris belief on how Romeo is there to desecrate Juliets tomb, this allows the audience to empathise with Romeo as he is only there to mourn for his beloved wife. Romeo is in a tense and sorrowful state so he warns Paris by saying tempt not a desperate man he also carries on saying I love thee better than myself this stresses Romeos willing ness to be left along, by advising Paris not to tempt him to do something he will regret, it also illustrates Romeo state of mind as he hates him more than ever for ruining his relationship with Juliet. Romeo also begins to accept his madness and eventually murders Paris A madmans mercy bade thee run away this underlines his dismay and decline as he only warns Paris once, but earlier in the play spared Tybalt for his slanderous comments until he murdered Mercutio. Although Romeo has murdered Paris he shows remorse by listening to his last request and laying him next to Juliet, this informs the audience of Romeos compassion and empathy, as he understands Paris love for Juliet. Shakespeares dramatic purpose for introducing Paris at this point in the play is to show Romeo compassion for other, and that he has taken responsibility for everything that has happened to himself and everyone around him. Romeos final soliloquy reveals his deepest and inner most thoughts about Juliet. He uses the imagery honey of thy breath to emphasise Juliets enduring beauty and elegance. Romeo also employs the metaphor deaths pale flag is not advanced there to illustrate that Juliets beauty and vitality is still obvious, but the irony is she has not died. The line forgive me cousin implies that Romeo is reflecting on his murderous deeds and displays remorse for Tybalt. Shakespeare personifies death as Juliets lover in the line the lean abhorred monster keeps thee here in the dark to be his paramour? to stress that Romeo believes that even death cannot take away Juliets beauty, so death chooses to be her lover. The audience now begin to see that Romeo is realising that fate was against the marriage between him and his beloved wife Juliet shake the yoke of inauspicious stars from this world-wearied flesh this emphasises Romeos mental state as he is mentally and physically tired and his knowledge that fate was against the unity of the Capulet and Montague families. The audience, realising the tragic irony of Romeo death, now see love as an overwhelming and cruel emotion. They also begin to acknowledge that the dramatic purpose of Romeos last soliloquy was to evoke sympathy for Romeo and illustrate how a feud can never solve any situation. Through Shakespeares presentation of Romeo we have acquired the knowledge of how can love influence and manipulate someone without them fully knowing. I myself have learnt that love can be intoxicating, as you cannot control how you feel towards someone else. Furthermore I have leant of how fate can never be changed or manipulated by love, even though Romeo and Juliet went to every possible and conceivable length to be with one another, but ultimately there relationship was doomed to fail.

African Slave Trade essays

African Slave Trade essays There are three documents that explain the African Slave Trade. Document seven, The Life of Equiano or Gustavus Vassa, The African, is a primary memoir written by Olaudah in1789. Equiano wrote this document to describe his life in Africa and explain what it was like being a slave. This document, which was written for people involved in the English antislavery movement and anyone else who wanted to know about his experiences as a slave, relates to the slave trade from Africa and the sugar plantations in the West Indies. Both the document and the text talk about Equianos life as a slave and some of what he went through. Document eight, Commerce, Slavery, and Religion in North Africa, is a primary memoir written by a member of a caravan headed by a Tuareg guide called Cheggeun in 1860. This document, which was written for General E. Daumas, a French officer serving in Algeria, explains trade, slavery, and religion in North Africa. This document relates to the Atlantic trade syste m in sub-Saharan Africa. Both the text and the document explain the tasks that African slaves performed in Islam. They also talk about how Muslims were like Christians in that they saw no reason for trading slaves. Document nine, Slavery and the Slave Trade of Brazil, is a primary memoir written by Thomas Nelson in 1846. His purpose for writing it was to describe the conditions of the Africans he came into contact with while aboard slave ships. This document, which was written for people who wanted to know about the Africans aboard the slave ships, connects to the eighteenth-century. The document and the text both tell a little of what the slaves endured. They discuss several diseases such as dysentery and malaria, which took the lives of many slaves.These documents are similar in that they are all primary memoirs written to explain the African Slave Trade and discuss the ...

THE LEGAL ENVIRONMENT OF BUSINESS Essay Example | Topics and Well Written Essays - 1000 words

THE LEGAL ENVIRONMENT OF BUSINESS - Essay Example Monopoly started a long time ago in the United States and it has since been a core tool to amass wealth in some firms in the world. Many people have constantly accused Google to be using such a monopolistic ideology of exploitation in the market. A monopoly exists when only one firm or person carries out supply of certain goods and services in the market. When such a phenomenon exists in the market, there is no competition in the production of goods and services hence it is very likely that the supplier does not bother about the quality of the products. According to Friedman (208), when the firm is the sole supplier in the market, it has significant powers to add prices of its products since there are no alternative goods or services in the market. Either the size of the business in the market does not matter in monopoly since a small or a big enterprise can possess powers to add prices on their products. Monopolistic firms practically produce small quantities of goods and services i n the markets to create artificial shortage in order to get a chance to hike their prices to realize maximum profits. Monopoly occurs in many forms such as government-established monopoly, natural monopoly and integration monopoly among others and each occurs depending on the prevailing market conditions. Although monopoly is legal and acceptable in the business domain, many governments in the world try to limit the level of monopoly in order to avoid exploitation and enhance competition which result in healthy development of the states. Monopoly law in the United States gained its roots over a century ago because it came with the colonial government. Many historical business experts link the establishment of monopoly in America with King Charles I of England in 1635. Yet this monopoly law has been applicable even in the recent years until the government passed another law to limit monopoly. Monopoly came into existence when the large-scale firms needed to provide labor to the large numbers of immigrants in America in order to promote hospitality in this state. According to Investopedia (Para. 2), the colonial government granted the huge firm contracts for the public works and after colonialism in America, the companies continued with the same policy due to the lands they possessed. One characteristic of monopoly is lack of completion but this system has proved to be very beneficial in the American economy. Therefore, immigration in America and existence of the few large companies led to the existence of monopoly and hospitality was the cause of monopoly. Some people’s minds take Google Company to be monopolistic in nature and some have gone into an extent of analyzing its business structure. Google is one of the best-known dot.com companies in the world because of its large variety of goods and services in the market. Google has provided a good platform for communication, search engines for academic and research purposes and the business solutions that promote better functioning of various businesses across the world. This firm has attracted so many users across all the disciplines such as scholars, office workers, businesspersons among others. Since its establishment, Google has earned large profits between 2001 and 2008 and this has steered the firm’

Critically analyse the role of public service broadcasting in Essay

Critically analyse the role of public service broadcasting in maintaining democracy in one nation-state with which you are familiar. (Best the UK) - Essay Example Most of the public radio and TV stations in the US for instance are licensed as non-commercial broadcasters, although they have some undertones of commercial advertising. This is contrary to the situation in other countries where public broadcasters can transmit commercials unabated (Blumler, 1992) The UK Broadcasting Research Unit in 1985 (quoted in Negrine, 2002) outlined the conditions that have to be fulfilled by public service broadcasting. Firstly, public service broadcasting should have a universal geographical presence accessible to all without any discrimination. Negrine (2002) argues that this is only attainable by setting up member stations across the country or having the broadcaster use sufficient transmitters capable of nationwide broadcasting. Similarly, public service broadcasting should cater for all interests and tastes as is the case of BBC, putting into considerations the plight of minority groups, Negrine further notes that public service broadcasting should demonstrate national identity and community meaning by airing local programmes from within the country other than importing shows from abroad. There is a strong tradition of public service broadcasting in United Kingdom. Study findings indicate that the British Broadcasting Corporation (BBC) was established in 1922 as cited in (Harrison & Woods, 2001). In addition to BBC, Harrison & Woods further note that there are other four more registered channels in the UK namely Channel 4 which is a state-owned commercial public service broadcaster, a Welsh language broadcaster in Wales named S4C and two other commercial analogue broadcasters, ITV and Five which have significant public service obligations that are imposed as part of their licence to broadcast. All the four television broadcasters in UK provide five nationwide analogue terrestrial television channels. Moreover, it is cited that there are two TV channels operated by BBC namely BBC 1 and BBC 2. Further

How Jack Welch Transforms Businesses Successfully Research Paper

How Jack Welch Transforms Businesses Successfully - Research Paper Example With his leadership qualities, Jack Welch gained the fame of being the youngest CEO in the history of GE in 1981. Contextually, his continuous efforts, as well as a decent leadership quality, played a major role in guiding GE into one of the most admired organizations valued for approximately $500 billion being recognized as one of the sustainable brands across the globe (Bartlett & Wozny, 2005).   Leadership Quality Possessed by Jack Welch Owing to the continuously increasing significance of leadership within an organizational context, it has emerged as one of the major considerations of a business growth and sustainability. It is believed in this regard that an effective leadership quality can significantly boost the performance of each individual towards the determined organizational objectives facilitating shared values and common principles as well as interests. On the contrary, it is often argued that the absence of effective leadership skills among the decision makers of any organization can lead to a dramatic decline of its overall performances in the long-run (Doh & Stumph, 2005). With this concern, the leadership skills of Jack Welch can be identified with due consideration towards the then external environment of GE witnessing various challenging tasks fundamentally owing to the changing scenario of the global market. According to the prevailing conditions of GE, it is also regarded as one of the leading brands and sustainable organizations with a leading position among the top 10 brands across the different regions of the world. Notably, the majority of the achievements attained by GE was during the later period of Jack Welch’s leadership which certainly fuels up the arguments emphasizing on the contribution made by him as a CEO towards the organizational accomplishments (Dulberg, Paschen, Sprindis & Stawski, n.d.). For instance, during his tenure, GE was able to attain the benefits of rapidly increasing revenues offering greater value to i ts shareholders compared to other business leaders across the global market. Stating precisely, the net worth of market capitalization of GE witnessed a steep increase from USD 12000 million during the year of 1981 (the year when Jack Welch was promoted as the CEO) to USD 500,000 million in the year 2001(when Jack Welch retired from his CEO position). A few of the strategies which Jack Welch had been considering during his tenure in GE, accounted the realignment of the business goals as well as the reduction of the motivational gaps existing within the higher level management and the other hierarchies of the organizational structure. He also played a major role in motivating his managers to extend their productivity and innovation capabilities to previously unknown levels gaining better competitive advantages over its international competitors. The leadership skills of Jack Welch were highly focused on enhancing the efficiency of the operational decision-making process by revitalizi ng the communication process engaging every individual within the organization.

Ryanair Business Strategy: Internal and External Analysis

Ryanair Business Strategy: Internal and External Analysis Ryanair:  Case Analysis Report Introduction Ryanair, established in 1985, is considered the main instigators of the â€Å"low cost â€Å" airline carriers, creating a new niche in a market previously dominated by former national airlines such as BA. The company has grown to a position where in 2005 it has 15 bases and 150 aircraft operating throughout Europe, carrying thirty million passengers (see figure 1), with a five year target to increase this to seventy million (Ryanair 2007). This position has been achieved by creating a â€Å"no-frills† approach on price (Pettigrew et al 2002), which gave it a competitive advantage over the established airlines (Porter 2004, p.207 and Kotler et al 2004, p.407), although attempts to extend this to include charging for ice used in in-flight drinks (Creaton 2004, p.169) was rescinded after customer complaints. The objective of the business is to become Europe’s leading â€Å"low-cost† airline and first for customer service, the latter position which was first reached in 2002 according to independent sources (see appendix A, figure 3). Similarly, the company also seeks to maintain value growth for shareholders. External Analysis Liberalisation of the airline industry in the 1970’s opened up the industry to new entrants and a new business model. Being one of the â€Å"first movers† in this new sector (Faulkner and Campbell 2006) Ryanair has taken advantage of the growth opportunities offered by creating a â€Å"low Cost† model based on the successful Southwest Airline (2007) strategy. This move has been partially responsible for increase in passenger numbers using UK airports in the last three decades (see table 1), with expectations of a threefold increase by 2030. Table 1 Airline passengers Year Passengers (m) 1980 50 1990 90 2000 180 With former eastern bloc countries converting from communistic to democratic political structures this growth is set to continue, providing the business with further opportunities (see appendix A, figure 4). Many of these former Baltic States have now joined the EU, which also provides Ryanair with the opportunity of expanding its destination network. However, the industry growth has also seen new competitors enter this niche market, including EasyJet, BMI, Virgin express and Aer Lingus. To maintain its competitive advantage the two major players have sought to consolidate their position by strategic acquisitions. In this area Ryanair, with its successful acquisition and integration of the â€Å"Buzz† lo-cost carrier, has been more successful that EasyJet’s experience when acquiring â€Å"Go.† Although the major airlines such as BA have responded to threats from Ryanair, to date these have not proved successful. The creation of this niche industry sector has also led to significant changes in the consumer’s perception (OConnell, J., and G. Williams 2005). Demands for cheaper fares has increased as prices have fallen, and the consumer perception and lifestyle has changed with regard to types of holidays has expanded rapidly, with weekend breaks and formerly unknown destinations increasing in popularity. Ryanair has also made full use of the advances in technology and digital processes within its â€Å"low-cost† business model. It was one of the first â€Å"low-cost† airlines to recognise the changes in the consumer buying habits resulting from these technological advances, using this diffusion to improve its services, encourage further consumer change and continue cost reduction advantages (Johnson et al 2007, p.481). Evidence of this can be found in the business move to paperless tickets, with more bookings being made through the Internet and, more recently, a move towards automated booking–in procedures at the airport, reducing the need for expansion of human resources to meet demand increase. At the same time, this technology use also helps Ryanair to maintain one of its key corporate objectives, which is to return success and value to the shareholders. There are two other external factors that impact upon the business and affect the determination of strategy. The first is environmental issues., which includes the concerns expressed by consumers and governments relating to the impact that air travel growth has upon the local communities and infrastructure and the second is the natural environment, where businesses are now required to consider the impact that their operations have upon issues such as climate change. The second issue is in the increase of legislation, particularly from the EU. In this respect Ryanair operations have to comply with regulations in terms of fair competition, which affects mergers and acquisitions and unfair practices, and targets set by the EU in relation to emission reductions required to address climate change.[PL1] Internal Analysis As Lynch (2006) and Faulkner and Campbell (2005) stated within their respective researches, for organisation’s such as Ryanair, who have targeted their strategy at a â€Å"low-price† product, it is imperative that, to maintain competitive advantage, who submitted that to achieve and maintain low price in the market place, the business itself had to be structured in a way that provided a limited cost base throughout all aspects of the business, in order to retain a profitable result. Porter (2004) suggests that this cost reduction process has to be communicated throughout the value chain (see appendix B, figure 6). Michael O’Leary, and the Ryanair management team have strived to achieve this position through a number of measures. Use of resources Ryanair makes good use of its resources. For example, all of the aircraft are of one design, the Boeing 737-800 series. This has several positives. Firstly, the company receives a discount from Boeing. Secondly, It reduces costs in terms of maintenance and training. In the latter case, unlike EasyJet, which has to train pilot and cabin crew to operate on a number of different aircraft designs, Ryanair’s staff only have to familiarise themselves with the one. Similarly, the turnaround of aircraft at destinations is quick and efficient, thus reducing unit cost. Human resources Despite the number of routes operated and the logistical problems of running a business of the magnitude of Ryanair, the company operates with a minimalist attitude towards head office, admin, aircraft and maintenance crews and administration staff. At the end of the 2005 financial year the business employed around 2,800 personnel, a figure which has changed very little over a five-year period. All of the Ryanair employees are expected to multitask. For example, cabin crew are required to clean cabins and remove rubbish between flights. Technology As mentioned earlier, Ryanair computerises as many services as possible. With Internet booking, paperless tickets, automated booking-in processes and many other parts of the operations being streamlined in this manner, this ensures that production and other costs remain low. Destinations Another imp0ortant aspect of the Ryanair cost reduction strategy is the concentration of its destinations into secondary rather than primary airports. Landing fees and other charges at these airports is substantially lower than the main airports and, even with the â€Å"sweetners† paid by Ryanair, the unit costs per passenger of flight into these destinations remains cheaper. Travel format Finally, the product itself has been simplified. There is only one class on a Ryanair flight and no pre-booking of seats. Furthermore, virtually everything but the seat costs. This includes drinks, meals and the other retail products available on board, with even free levels of baggage is limited. The success of this strategy can be evidenced when comparing the met profit margin of Ryanair with other carriers. The following data, taken from the various organisation’s websites and financial statements show the differnce (see table 2 below): Table 2 Net profit percentages Company Percentage Ryanair 17.81% EasyJet 7.98% British Airways 7.28% Diagnosis of current challenges However, like all businesses, Ryanair is not immune from challenges as it moves into the future. From the analysis of the business operations it is apparent that these challenges and threats will come from five main areas (appendix A, figure 4). Competition As mentioned earlier, with the emerging democracies within Europe, together with the regional and global harmonisation of competition rules, Ryanair is likely to find increased competition developing from these areas within the next few years to a decade. With the increased market place and, as can be seen from the share of the market that low cost airlines have (see figure 2), there is ample scope for new competition. The discussions about the â€Å"open skies† agreement between the EU and US (Milmo and Gow 2007), if these come to fruition, will also pose a threat as it creates a potential for US airlines to enter the industry sector. These actions could adversely affect the business continued financial success. Consolidation and growth There has already been some consolidation within the sector. It is likely that this will continue for the foreseeable future, and this could pose a threat to Ryanair’s dominant position. Furthermore, the corporations own growth pattern could impact negatively upon profitability. Despite growth attracting economies of scale, it can involve additional costs that threaten efficiency (Creaton 2004, p.250). Political intervention There are three main aspects of political intervention that are like to affect Ryanair in respect of its future development within Europe. The first of these relates to the EU’s competition laws, which is an area where Ryanair has come into conflict with the commissioners in terms of payments being made to secondary airports and other similar issues (BBC News 2004). The second is the threat by the EU to reduce or eliminate the subsidies given to the sector, worth an estimated  £6 billion annually (Bized 2004). This includes report, this VAT, Landing and Fuel tax benefits. The removal of these benefits will have a significant impact upon profitability. The third issue is the EU intention to force budget airlines to pay compensation for cancellations, which is not done at present. Environmental issues One of the major issues is the environment. Following the EU adoption of the IPCC[1] report recommendations, focus has been concentrated upon setting emissions targets for airline industry player, with stringent targets being set (see table 3). Future strategic options All researches promote the need for corporations to ensure corporate strategy addresses future challenges (Lynch (2006) and Faulkner and Campbell (2006)). In Ryanair’s case, it is suggested there are three strategic options that could be adopted (see appendix C, figure 7). Low price – low added value The aim of this strategy is to achieve the lowest price by a process of continually reducing the additional elements that attach to the service. For example, in terms of the budget airlines, from the consumers’ viewpoint this has meant reducing the facilities offered in-flight, such as changes to the quality of seating, increasing the seating capacity on the aircraft and reducing choice of services that involve human resources, such as hot meals, snacks and drinks. For the business is requires a continual drive to continue cost reduction throughout the value chain. Low price The intention of the low price strategy per se it to achieve reduction in the cost of fares, whilst retaining the consumers’ perception of the value of the product. To implement this strategy means that the business will need to seek cost reductions in areas other than those that directly impact upon the quality of the in-=flight service provided. This could be achieved by the further use of technology to automate in additional areas of the operational processes. Focused differentiation A strategy if focused differentiation is intended to set the business product apart from that of its competitors. Price can be used in the differentiation process, but in this case it needs to be inclusive with other elements that make the product unique. Evaluation of strategic options Following an evaluation of these strategic options, using the criteria recommended by Rumselt (see appendix D, figure 8), the following is an outline of the results that this produced. Option 1 – Low price – love value added This strategic option is consistence with the policy that Ryanair has followed in the past and is in accord with the previous intentions of the business strategy, which has been to reduce price at the cost of services, in other words achieving a â€Å"no frills† situation. However, it would seem that Ryanair would find it difficult to further reduce the level of service provided to its customers and it is unlikely that this approach would secure its market position. Option 2 – Low price Low price, as with option one, is in line with the business existing strategy. However, from the analysis of the internal situation at Ryanair, it would seem that there are limited options in terms of reducing existing resources, particularly if the business wishes to maintained a sustained growth programme and market share. Furthermore, it is not in accord with external trends, which indicates that consumers are becoming more discerning and the political arena more concerned with the consumers’ rights and environmental costs. Option 3 – Focused differentiation Focused differential, which could still include low price, would also be consistent with the Ryanair strategy. The differential of â€Å"low price, no frills† has been the core differential upon which the business has promoted itself previously. However, with other competitors entering the market place, that differential needs to be extended to other areas. In summary therefore, it is felt that the focused differentiation option would be most appropriate for the business future and will assist it to retain and improve its competitive advantage. Overview of selected strategy The core elements of the proposed â€Å"focused differentiation† strategy being proposed will be threefold. Free flights An aggressive strategy aimed at achieving free flights to be pursued. This can be achieved by seeking third party turnover to replace the ticket cost. For example, the business could introduce sponsoring, where travel and venue destinations, such as holiday locations, theme parks and local tourist boards pay for flights. Similarly, in-flight facilities could be introduced, such as Internet shopping, gambling and pay to view telephone. Furthermore, other services such as car rental and insurances could be used to cover the lost ticket revenue. Consolidation The business should be looking to make acquisitions, particularly with organisations within the Eastern European countries that have recently joined the EU. This enables the business to achieve market growth and maintain its dominant position. It also reduces the future competition. Aircraft fleet Fleet replacement is an area that Ryanair has concentrated upon in the past. In the future, in addition to discounts, this should be linked to conditions that ensure the fleet includes the latest environmentally friendly specifications, with aircraft being regularly upgraded as part of the purchase options. Implementation plan To enable the selected strategy to be implemented, several courses of action need to be undertaken. Short term Moves towards a â€Å"free-flight† position can be commenced within the immediate future, with the management and marketing departments of Ryanair discussing this concept with potential sponsor from the commercial leisure world, as well as tourism boards within the region and in specific destinations. Medium Term In the medium term two actions required for the strategy can be undertaken. The first of these is the gradual refits that will be required to aircraft to include the various new technological facilities that have been recommended. The second action would be to assess the potential market players to ascertain which, if any, would provide the business with a strategic fit for expansion of its market reach within the region. Long term Contracts with Boeing need to be re-negotiated to ensure that environment related conditions are included as an inherent part of the purchase process for replacement aircraft. Conclusion There is no doubt that Ryanair faces a number of key challenges in the future. To ensure that the business can successfully deal with the changes these challenges present, it is important that the future strategy is sufficiently robust to be able ensure that the business retains its competitive advantage and profitability levels. The aggressive strategies recommended within this analysis study are designed to achieve this objective. The â€Å"Free-flight† with added services, albeit being paid for, will maintain the unique and differentiated service that the Ryanair brand has become known for. Bibliography BBC News (2004). Ryanair faces new payment probe. Retrieved 17 May 2007 from http://news.bbc.co.uk/1/hi/business/3458423.stm Bized (2004). Low Flying Fares: An End to Cheap, No Frills? Retrieved 27 July 2007 from http://www.bized.co.uk/current/leisure/2003_4/010304.htm Brassington Frances and Pettitt, Stephen (2006). Principles of Marketing, 4th edition, Pearson Education Ltd. London, UK Channel 4 News (2007). If you care about the environment, you should fly Easyjet. Really? Retrieved 16 May 2007 from http://www.channel4.com/news/articles/society/environment/factcheck+how+green+is+easyjet/509642 Creaton, Siobhan (2004). Ryanair: How a Small Irish Airline Conquered Europe. Aurum Press Ltd. London, UK. De Groote, P.D (2005). The Success Story of European Low-Cost Carriers in a Changing Airworld. GaWC Research Bulletin 174. Retrieved 27 July 2007 from http://www.lboro.ac.uk/gawc/rb/rb174.html Doganis, Rigas (2000). The Airline Business in the 21st Century. Routledge. London, UK. Faulkner, David and Campbell, Andrew (2006). The Oxford Book of Strategy: A Strategy Overview and Competitive Strategy. New ed. Oxford University Press. Oxford, UK. Haslam, Chris and Ungoed-Thomas, Jon (2007). Ryanair denies baggage ‘scam’. The Times. London, UK. Johnson, Gerry., Scholes, Kevan and Whittington, Richard (2007). Exploring Corporate Strategy. FT Prentice Hall, Harlow, UK. Kotler, Philip. Wong, Veronica., Saunders John A and Armstrong, Gary (2004). Principles of Marketing, 4th European edition, Pearson Education Ltd. London, UK. OConnell, J., and G. Williams (2005). Passengers Perceptions of Low Cost Airlines and Full Service Carriers. Journal of Air Transport Management, 11: 259-272. Porter, Michael E (2004). Competitive Strategy: Techniques for Analysing Industries and Competitors. The Free Press. New ed. The Free Press. New York, US. Press association (2007). Budget airline offers low cost New York flights. Retrieved 17 May 2007 from http://www.which.co.uk/reports_and_campaigns/travel_and_leisure/reports/holiday_advice/Flights/zoom_flights_news_article_557_112479.jsp Report (2007). The Environmental Effects of Civil Aircraft in Flight. Royal Commission of Environmental Pollution. Retrieved 29 July 2007 from http://www.rcep.org.uk/avreport.htm Ryanair (2007). About us. Retrieved 14 May 2007 from http://www.ryanair.com Southwest Airlines (2007). About SWA. Retrieved 28 July 2007 from http://www.southwest.com/about_swa/airborne.html Stragler, Joos (1999). Current issues arising with airline alliances. Retrieved 17 May 2007 from http://ec.europa.eu/comm/competition/speeches/text/sp1999678_en.html Appendix A – external environment Figure 4 Pestel analysis Political Airline liberalisation Extension of democracy in EU Open skies policy Economic Internal financial performance Disposable income Abolishing of international tariffs Competition Acquisition Social Consumer attitudes Brand image Lifestyle and travel changes Technological Automatic booking in systems Online activity Change in consumer buying habits Environment Investor added value EU and international environment concerns Legal issues European legislation Environment regulations Competition rules Figure 5 Opportunities and Threats Opportunities Threats Growth of network Increased competition Growth of passenger numbers Industry consolidation Maintenance of cost reductions Political intervention Continuing price reductions (free?) Environmental issues Expand cooperation between â€Å"Low cost† carriers Further acquisitions Appendix B – Internal environment Figure 6 Value Chain Source: Porter (2004) Appendix C – strategic options Figure 7 The strategy clock Source: www.marketing teacher.com Appendix D – evaluation criteria Figure 8 Rumelts evaluation criteria Consistency Are the external strategies consistent with (supported by) the various internal aspects of the organization? You must examine all the various functional and internal management strategies employed by the organization and compare them with the external business strategy. Consonance Are the strategies in agreement with the various external trends (and sets of trends) in the environment? To answer this questions, you need to look at all the major trends that impact the selected strategy both positively and negatively. Feasibility Is the strategy reasonable in terms of the organizations resources? Money and capital Management, professional, and technical resources Time span Advantage Does the strategy create and/or maintain a competitive advantage? Resources Skills Position Source: Johnson et al (2007, p.593) 1 Footnotes [1] Intergovernmental Panel on Climate Change [PL1]1

Business Marketing :: GCSE Business Marketing Coursework

Business Marketing Four basic categories define the business market: 1. The commercial market 2. Trade industries 3. Government organizations 4. Institutions Commercial markets include individuals and firms that acquire goods and services to support, directly or indirectly, production of other goods and services. Example: When Lufthansa buys aircraft built by the European consortium Airbus Industry, when Sara Lee purchases wheat to mill into flour for an ingredient in its cakes. Trade industries include retailers or whole sellers that purchase products for resale to others. Example: retail meat markets may carry out bulk purchases of sides of beef and then cut individual pieces for their customers. Institutions include a wide range of organizations, such as hospitals, churches, nursing homes, colleges and universities, museums and not-for-profit organizations. Example: state universities. Government organizations include domestic units of government- federal, state, and local as well as foreign governments. Example: national defense or pollution control. Q2. What are the characteristics of the commercial market? Show how each characteristic affects the marketing strategies of firms serving that market. The commercial market is the largest segment of the business market. It includes all individuals and firms that acquire goods and services to supports directly or indirectly, production of other goods and services. Some products aid in producing another good or service. Others are physically used up in the production of a good or service. Still others contribute to the firms day to day operations. Q3. What are the SIC codes? How do the marketers use these codes? Standard Industries Classification codes are the US government classification system that subsides the business market place into detailed market segments. Businesses use SIC code data for more then segmentation. These codes also help them to estimate the demand and forecast sales. Q4. Contrast organizational buying behavior and consumer purchasing behavior. What are the primary differences and similarities? Business buying behavior takes place with in a formal organization with its budget, costs and profit considerations. The primary differences include excessive organizational steps, considering budget, costs, prioritizing techniques for purchase decision analyses. Where as, consumer-purchasing behavior includes knowledge of business buying situations and is influenced by peers and ads. Q5. Give examples of the effect of industrial market demand of derived demand, volatile demand, joint demand, inventory adjustments, and the accelerator principal. Derived demand: Demand for a business product that results from demand for a consumer product of which it is a component. Example: The growing global demand by food service firms for packs of Heinz ketchup, mustard, mayo, etc. is all driven by consumer’s appetite for their convenience and joy of dining out.