Comparing Waves of Immigrants in Joseph Healey’s “From...

Joseph Healey’s â€Å"From Immigrants to White Ethnics† is a generalized comparison between the varying groups of individuals that accompanied the colossal waves of immigration to the United States from Europe in the nineteenth century. Immigration to this country resulted from a number of reason such as religious persecution, individuals seeking to find employment after industrialization in their home countries limited their livelihood, and political oppositions to name a few. On arrival the immigrants knew immediately they were of the subordinate group and faced â€Å"discrimination and prejudice† (Healey, 2012, p. 54), although some more so than others. Among the first immigrants to arrive in the United States were Northern and Western European citizens. Unlike the immigrants from Ireland and Southern and Eastern Europe that chose the United States for their new homeland these individuals were probably the most accepted by the majority, even if considered jus t nominally superior to the others. Included in this group were the â€Å"English, Germans, Norwegians, Swedes, Welsh, French, Dutch and Danes† (Healey, 2012, p. 56). This acceptance was due in part to the similarities that the dominate group held as ideals such as their religion, along with cultural values and characteristics. If the Northern and Western Europeans found acceptance difficult, individuals from Ireland and the Europeans from the south and east had an even more traumatic experience. Whereas the more accepted group had

Section One Capital Project - 2072 Words

Section 1 Capitol Project Deborah Kirk University of Phoenix HCS 517 Debra Vaughn April 25, 2016 Many healthcare organizations set goals and objections and write mission statements that reflect the way they want the public to see how healthcare is provided. This is done to guide how their healthcare providers practice daily. In order to meet these goals and objects it is necessary to have in place processes and procedures to ensure the results will be what is expected which is a positive patient experience and outcome. In order for our organization to reach this goal there is a coaching and execution package that will provide step-by-step processes and procedures to ensure that everyone is doing the same thing at the same time†¦show more content†¦Ã‚ ® This coaching and execution package will start by teaching the meaning of the principles. The Nine Principlesâ„ ¢ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group ®. The process teaches that the process should be the norm and it should become â€Å"hardwired into the organization’s process.† This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group ® places great emphasis on developing leaders. 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Tsunamis Ocean and Wave Shape Changes Free Essays

6 05 Tsunami Nicolai Kortendick 1. The web site presents extensive information regarding tsunamis. Survey the site. We will write a custom essay sample on Tsunamis: Ocean and Wave Shape Changes or any similar topic only for you Order Now A. Select the five facts about tsunamis that were the most interesting or surprising to you. Make a list of your facts. 1. A tsunami is made up of a series of traveling ocean waves of extremely long wavelength. 2. They are triggered by earthquakes and undersea volcanic eruptions and deep sea landslides. 3. The wave shape changes and the height increases as it approaches the coastline. . Far field tsunamis have a long travel time so it is easier to predict their effects. 5. Near field tsunami have a travel time of one or two hours, making it harder to evacuate people to safe, high areas before the tsunami reaches the coast. B. Now look over your list. In your opinion, what is the most intriguing item on your list? Explain. The most intriguing item on the list to me is that tsunamis resemble waves that I see a lot every day and they have extremely long wavelengths. 2. If you were on a ship at sea, and a tsunami passed under your ship, what would probably be your reaction? Explain. I would be pretty scared if I knew it was a tsunami, and I would be worried for the people on the coast it was heading for. It probably wouldn’t be a very big wave if I was far out in the ocean so it wouldn’t scare me as much. 3. The site offers a tsunami quiz. Take the quiz. What was your score? I got 7 out of the 10 questions correct. 4. When you viewed the â€Å"Introduction to Waves† video, you learned several terms that apply to all waves. How do the following terms apply to tsunamis and what are typical values for a tsunami’s wavelength and amplitude? Use the following sites to look for answers: http://www. enchantedlearning. com/subjects/tsunami http://hyperphysics. phy-astr. gsu. edu/HBASE/Waves/tsunami. html C. Wavelength Tsunamis have an extremely long wavelength (which is the distance between the crest of one wave and the crest of the next wave) – up to several hundred miles long. D. amplitude The amplitude of a wave is the height of a wave from the still water level to the top of the wave crest. As a tsunami reaches a coastline its amplitude increase greatly. E. crest The crest is the top of a wave. The wavelength of a wave is measured from the crest of one wave to the crest of another. F. trough The trough is the bottom of a wave. As a tsunami approaches the coast (where the sea becomes shallow), the trough of a wave hits the beach floor, causing the wave to slow down, to increase in height and to decrease in wavelength. How to cite Tsunamis: Ocean and Wave Shape Changes, Essay examples

Technology Ruining Social Life Human †Free Samples For Students

Question: What Is The Technology Ruining Social Life Human? Answer: Introduction Technology is something by which every human being is surrounded with even starting from the morning till the end of the day. All human beings are connected with it somehow and now social life has become the alternate life form for everyone (Su and Stolterman 2016). It has become their alter ego apart from their daily life and technology is helping it more to do so. Technology helps in making our lives much easier and they are meant to do so. Now we do not have to write letters or post cards to our loved ones as for the communication we can simply pick up the phone and call anywhere instantly. But technology is something that has integrated so deeply with our lives that no one can live without it. With context to technology, there is one term Social Media which is aimed to make communication with our loved one even if we do not call themManagement (Su and Stolterman 2016). But some people are misusing the technology and creating some whole other different personality and all the concerned what others think about them socially. Now anyone can message anyone or click a picture and let the others know about their whereabouts without even visiting to their house. By doing so, it is simply creating more division among families and friends. Frankly speaking, technology is helping a lot like Skype, Whatsapp, Snapchat are name to few. Its not that we sh ould stop internet or stop using these technologies, but many have totally forgotten the way how it used to be when people used to go out with their friends for a long walk down the road (Benjamin 2015). Surely technology is meant to help the people but with constant use of these technologies, it is just harming everyone and destroying their life bit by bit. Everyone is getting sucked into the internet life due to which they are spending less time with their family and friends (Benjamin 2015). Just to be clear, calling someone over phone is not social media but getting glued to the social media is addictive and more harmful. So now it is now up to all of us whether we are willing to give up the virtual world and severing all the connections with the virtual servers or we are willing to leave our loved ones and friends for the sake of social lives. Surely, technology helps in easing up our lives but we need to question our self whether we are becoming more and more dependent on the technologies or not. Conclusion Social Media is simple destroying the lives of every human being and with every passing minute, everyone is getting more addictive to this technology as it is the easiest way to communicate with the loved ones without travelling to their house or anything. But constant use of this technology is harming human beings in every possible way and it is a good practice to keep a limit on the usage. References Benjamin, E., 2015. Do we live in a social media technology addicted society. Su, N.M. and Stolterman, E., 2016, June. A Design Approach for Authenticity and Technology. InProceedings of the 2016 ACM Conference on Designing Interactive Systems(pp. 643-655). ACM.

Weapons Of The Middle Ages Essays - Projectile Weapons,

Weapons Of The Middle Ages Every culture's arsenal is based on the technology and raw materials available at the time. Prehistoric peoples, often called the Stone Age cultures, made wide use of stone, shaping axes and grinding tools, and creating spears and arrows in order to promote their survival. As technological skills evolved, so did the type of implements used for survival. During the Bronze and Iron Ages, we see the development of metal tools and weapons, which persisted through the Middle Ages, which were dramatically altered over time. Finally, the appearance of gunpowder in Europe in the early 14th century brought about the obsolescence of many weapons - and made the castle useless as well. While the castle was, arguably, the most formidable weapon of medieval warfare, when we generally think of weapons we think of something much smaller, movable, and able to wreak havoc and death on an opponent. During the early Middle Ages, double-edged swords, axes and metal-headed spears dominated. Short bows and arrows were also used. Interestingly, the Saxons considered the value of a sword to be the equivalent of 120 oxen or 15 male slaves, and any man possessing a sword had great status. Simple to construct and easy to wield, these weapons remained popular, in various forms, throughout the Middle Ages. And by the 9th century, the Vikings adopted another formidable weapon - the battle-axe, with its trumpet-shaped blade and wreaked all sorts of havoc with these heavy axes. As the first millennium approached, new and more devastating weapons appeared. First and foremost was the crossbow, a vicious device still used in modern times. Known in Norman Europe, the crossbow probably developed alongside one of the earliest forms of siege engine, the ballista. So destructive was the crossbow that the Church banned its use in 1139. But, the decree did not deter advocates of this mighty weapon. Indeed, the most prized members of a castle's garrison were those who wielded the lofty crossbow. During the 12th century, the three most prevalent weapons were the sword, the battle-axe and the spear (or lance); however, the crossbow rapidly gained popularity. Combined with the increased prevalence of horse warfare (which eased movement and gave an advantage to its warring riders who carried spears) and the introduction of massive siege engines, these hand-held weapons allowed invaders like the Normans to overawe less technologically-advanced peoples. The peasants, on the other hand, generally fought back with the only weapons in their possession: the tools that they used to till their fields and tend their homes - hayforks, flails, sickles, axes, clubs with spikes, and boar-spears. Interestingly, these same tools eventually became an integral part of the weapons inventory of most armies. Siege engines were critical participants during any major onslaught on a castle. Catapulting stone missiles or huge arrows, these massive machines pounded the thick masonry walls. Yet, on their own, siege engines often were inadequate to bring down a fortress. So, other tactics were employed at the same time as the siege engines were pummeling the walls, including undermining, whereby sappers dug mines, or tunnels, underneath towers. The mines created instability and caused the structures to topple. Types of siege engine include the ballista, the mangonel, and the trebuchet. From inside a castle's walls, soldiers had a somewhat restricted selection of weapons to use to defend their lord and his fortress. In addition to arrows, the garrison frequently threw down stone missiles, crushing invaders. They also relied upon Greek fire, a volatile combination of petroleum and oil and other natural products, which generated a highly flammable substance that burned on water and was excruciatingly hot. Apparently, Greek fire was used to make incendiary arrows, but could also be blown through tubes. The 13th century saw the modification of swords, which could then rend a knight's protective armor. Short stabbing daggers were also used, as were a variety of axes (some of which were equipped with spikes), clubs, maces, spears, crossbows, and the sling. The most significant development of weapons technology during this century was the longbow, mastered by the Welsh decades earlier. During the early 14th century, the course of weapons technology was forever changed with the introduction of gunpowder, which

Cultural Identity Essays

Cultural Identity Essays Cultural Identity Paper Cultural Identity Paper Essay Topic: Aint I a Woman Black Women and Feminism The story has an underlying feministic weave. There is a noticeable lack of the mention of any father figure in the story and even the role of Dees companion, Hakim-a barber is minimized. Everyday Use makes no mention of a father for either of the daughters. The strength of Mamma is so compelling that it overshadows any need for a male in the house. This symbolically illustrates the black woman as the underpinning of the African American family. The message is that black women have always been strong but have never asserted that strength. Mama describes herself as a large, big-boned woman with rough, man-working hands. In the winter I wear flannel nightgowns to bed and overalls during the day. I can kill and clean a hog as mercilessly as a man (Walker, Everyday Use) Mamas upbeat self-image in spite of little formal education leads the reader to feel the intense pride she has in maintaining self-sufficiency. Mama does the hard work a man would, if he were around. Mama is a feminist, not manifested by protesting for equal rights or male bashing, but by virtue of strong will and determination exemplified by doing what it takes to provide and care for the family. The male presence is absent from Mamas home. The only exceptions are the memories of hand constructed household items. No mention is made of a father. He is absent in memory, financial support, nor is he even mentioned in the story at all. Walkers story goes to great lengths to describe Dees outgoing personality, speech and her clothing and accessories. Contrasting Dees outgoing personality is Hakim-a barbers it minimized, when after arriving in the car his only words and actions are an attempt to explain and pronounce his African name and a feeble attempt to perform an unknown ritualistic hand shake. Hakim-a barber illustrates his lack of provider skills when he said But farming and raising cattle is not my style. (Walker, Everyday Use) He provides nothing of the daily substance required to feed or provide for a family (Everyday Use. ) Alice Walker is intentionally vague regarding Dees, relationship with boyfriend / husband Hakim-a barber. Hakim-a barber seems relegated to chauffer and conspirator enamored with the illusion of Black Power. Hakims character is shallow and without essence, thus relegating the male to a third class position in the family. This is likely a reflection of Walkers disdain for the superficial actions of black men during the Black Power movement in the 1960s. Although they go through the outward motions and threaten and shout, they still depend on the women as they always have. Walker infers that the women are the true source of inspiration and strength. Finally, Walker imparts a third theme, which is that of cultural heritage and what it should mean to the African-American Black of the 1960s and 1970s. Walkers main purpose in the story seems to be to challenge the Black Power movement and black people in general, to acknowledge and respect their American heritage. (White, David) (Everyday Use: Defining African-American Heritage. ) The fact that Dee/Wangero has two names is a symbol of the young persons confusion in the search for identity with a culture that is acceptable to them. Since they are ashamed of their role in the American past, they attempt to throw off all reference to the Negro culture, in favor of the African culture, but neither seems to have total credibility. They do not understand the need to find the blend between the two in order to move forward. Mama struggles to decide which daughter should receive the family quilt. Quilts have a special symbolic meaning to Mama. When she moves up to touch the quilts, she is reaching out to touch the people whom the quilts represent. On a deeper level, Alice Walker is exploring the concept of heritage as it applies to American blacks, particularly women. As in other works, Walker uses quilts to symbolize the ancient bond between women. In Everyday Use, the quilts serve the same function in this poor black family as the family paintings or photo albums might have in a white household. In the persona of Wangero, Dee strives to reject her American heritage and take on an African one, but in the persona of Dee, she wants to be like her white girlfriends and display her American heritage. Mama sees hanging the quilts on the wall as Dee distancing herself from her true past. Mama cannot trust Dee to carry on the traditions established by past generations of family members. Walker weaves in her insights into African and American heritage to write Everyday use. Finally, Mama realizes that her daughter Maggie has a closer connection with her view of family history than Dee does, and gives her the quilts, following her assertion of authority over Dee Dee takes pictures of her Mamma and sister Dee but is always using a backdrop of a cow or the poverty-stricken shack they call home. This is indicative of Dee holding herself in a superior class of Black from her family. One can almost envision Dee passing the pictures around to her friends and saying, See I achieved my status from such humble beginnings. Dee shows the extreme side of Black Civil rights, Black Panthers who reject their American culture, seeking to reinvent a heritage with proud African roots. That fact Dee is rejecting hundreds of years of her heritage, for one that is fabricated is disconcerting to Mama. Dee projects so little insight to her American heritage that when asked what she would do with the family quilts she replies, It is clear from Maggies statement that her everyday use of the quilts would be as a reminder of her Grandma Dee. Dees primary use for the quilts would be to hang them on the wall as a reminder of her superior social and economic status. (White, David. Everyday Use: Defining African-American Heritage. ) This parallels her with middle class girlfriends family portraits hanging on the wall. Dee will only observe her family heritage, but Maggie will ast as a cultural role model every day. Alice Walker is effective in weaving symbolism into much of her writing and Everyday Use is no exception. Walker possesses the ability to write on a multifaceted level that is simple but purposeful with profound underlying themes. Her style of writing allows her to convey her messages to her readers, each having the possibility of gaining as much as their intellect and backgrounds will permit. She avoids polarization, but challenges her literary audience with this symbolic writing style. In addressing topics, that she is both knowledgeable and passionate about Alice Walker uses symbolism to address three issues: Racism, Feminism and the Search for Cultural Identity. WORKS CITED Alice Walker Biography The University of Texas at Austin [6 June, 2003] http://wwwvms. utexas. edu/~melindaj/bio. html Nama, Charles Aesthetic modes in Afro-American fiction. Kola, Autumn 2002 v14 i2 p51 (9). InfoTrac Web: Expanded Academic ASAP Brookhaven College Library, Farmer Branch, TX Electronic Collection: A94126706 Copyright (c) 1995-2003 by Pearson Education, publishing as Longman Publishers  http://infotrac.galegroup.com/itweb/brookhaven_col

The Golden Fleece by Herbert Draper Essay Example | Topics and Well Written Essays - 1250 words

The Golden Fleece by Herbert Draper - Essay Example The first part is how the Golden Fleece came about and came to be hung in the woods in what today is modern Georgia, along the Black Sea coast. The second part is how Jason and the Argonauts searched for the Golden Fleece. The last of the second part of the story is what The Golden Fleece by Herbert Draper depicts. The second part of the story, beginning with Jason’s quest of the Golden Fleece is what will be examined. Jason’s father, Aeson, was king until Pelias stole the throne, killing all of Aeson’s descendants, but Jason. Jason was spared because his mother faked he was stillborn. Upon his return to the city, Jason was singled out because of a lost sandal. An oracle had told Pelias to beware of the man with only one sandal. Pelias wanted to kill Jason outright, but instead offered the option for Jason to go on the quest for the Golden Fleece (Colum, 13-14). Jason accepted taking a band of men on a ship called the Agro, thus they were known as the Argonauts. After many trials and tribulations, Jason arrived in Colchis. King Aeetes greeted them, but refused to give them the Golden Fleece unless Jason passed three tasks (Saberhagen, 174-176). Jason despairs, until Medea, King Aeetes daughter agrees to help him. Medea had fallen madly in love with Jason, because of Cupid or Eros’ arrow. Medea agrees to help Jason will all the tasks. The first task is use fire breathing oxen to plow a field. Jason would have to yoke the oxen himself (Apollonius of Rhodes, 88). Medea gave Jason some ointment to prevent severe burns. The ointment even protected Jason from the oxen’s flames. Jason would have burned to death without Medea’s help. The second task was to sow the field with the teeth of dragon. The crop sprouted into a massive army of warriors instantaneously (Apollonius of Rhodes, 88). Medea once again came to Jason’s rescue, by telling him how to defeat the warriors. She instructed Jason to throw a

Lincoln and the Coming of the Civil War Term Paper

Lincoln and the Coming of the Civil War - Term Paper Example Term paper "Lincoln and coming of the Civil War" briefly demonstrates all historical picture of that times with key dates and persons, which affected the course of this war. The political conflict finally grew up into cruel brother-killing war without any intimation of democracy and justice. It all started with Abraham Lincoln election and separating of United States into Southern Democrat, Northern Democrat, and the Constitutional Union. After Lincoln's inauguration on March 4, 1861, seven states had seceded. These states formed the Confederate States of America and elected Jefferson Davis as its president. One month later, when Confederate forces under General P.G.T. Beauregard fired on Union-defended Fort Sumter in South Carolina, the American Civil War began. President Lincoln called for 75,000 volunteers to crush the rebellion. The author tries to figure out the main dilemma in these events. For example: Was the slavery the only reason for Confederacy to be involved in this war? Was it possible to find a peaceful way for this conflict? Critically analyzing the main actions and strategies of historical important persons, the author finds his own and unique, devoid of prejudice opinion, which shows motives of both sides in the best way. Also. this paper contains different summaries of chapters alongside with some kind of philosophical question: "How would you personally do, being on the Abraham Lincoln place?". This paper is high-quality, solid-structured student's work with the A+ potential!... George Meade to capture the Army of the Potomac. On July 1, these two armies clashed at Gettysburg, PA. The fighting lasted for three days; Lee’s forces were crushed and they retreated. A few days after, Grant besieged Vicksburg and opened the Mississippi to shipping. This divided the South into two and decreased access to critical resources. In the summer of1863, Gen. William Rosecrans and his Union troops went to Georgia, but tasted defeat at Chickamauga. They fled to the north, but experienced further defeat at Chattanooga. Grant was instructed to save them, and he amassed victories at Lookout Mountain and Missionary Ridge. The next spring, Grant left and turned over leadership to Gen. William Sherman. Sherman went south and became successful in taking Atlanta, and then his forces marched to Savannah. Once getting to the boundaries of the sea, they pushed the Confederate forces until their commander, Gen. Joseph Johnston, capitulated at Durham, NC on April 18, 1865. In Marc h 1864, Grant commanded all Union armies and dealt with Lee at the east. On April 1865, Lee was forced to abandon the city and go to the west. Grant took Richmond in the process. On April 9, Lee surrendered to Grant at Appomattox Court House. Summary of Gettysburg Address On November 19, 1863, Abraham Lincoln conveyed the Gettysburg Address to the public in Gettysburg, Pennsylvania. Through this speech, Lincoln commemorates the sacrifices of those who died to preserve the Union. In a very short speech, Lincoln reminded the public why the war had to be fought and how the Union won the Civil War. He stressed that the war is not about quashing the Confederacy rebellion per se. More than that, it is about the promotion of equality and freedom for all. We should not

Anna in the Tropics Essay Example | Topics and Well Written Essays - 1000 words

Anna in the Tropics - Essay Example However, tragedy occurs when Juan, a lector, gets romantically involved with one of the wives of the factory men. This causes resentment and hatred towards the lectors. To add salt to an injury, Cheche’s wife leaves him for one of the lectors (Cruz, 57). It is psychological war. The hero suffers because they have good looks and are more enlightened. â€Å"Our culture [civilization] demands other sacrifices besides that of sexual gratification† (Hegel qtd in Aiello slide 29).     Ã‚   According to Hegel, tragedy occurs when there is a collision between â€Å"two goods†. Both heroes, the â€Å"two goods† end up in tragedy. From the play, the opposing goods can be loosely interpreted as follows: The lectors are supposed to teach the workers to be literate, so that they can start working with the machines in the farms. As a result of love and the tragedies they created, the workers hate them. This means that relationship within them will be sore. The adoption of machines as suggested by Cheche is not a welcome move to the workers who feel that they will lose their jobs. Conchita’s beauty causes tragedy (Cruz, 36). She leaves her husband and sleeps with Marela’s husband. In revenge, Marela sleeps with Juan. Lovers are doomed, and this affects work at the factory.   The collision between â€Å"goods†-what was originally perceived to be good-and the real turn of events, causes the misfortune at the end of the play.

What Is Digital Communication?

What Is Digital Communication? Digital communication is an electronic transmission of information that has been encoded digitally for storage and processing data by computers. The internet, web sites, virtual meetings and emails are all part of digital communications. This report discusses the role of digital communication in cross-cultural issues such as religion, hierarchy and business ethics. In this report, cross cultural issues and the access of digital communication is discussed. Digital communication is essential for every business. In this report I have compared Australian and Indian culture and role of digital communication in cross cultural issues of these two countries. In todays world, communication plays an integral part to establish the business within the country or among other countries. Establishment of business depends on various aspects like religion, hierarchy and business ethics. Cost -benefit ethics are good for an organisation. Digital communications like internet, virtual meetings, email are beneficial for an organisation. The Communication is a method of exchanging information with each other. In old times people used to communicate through phone, letters and visiting physically. Nowadays everyone is using technology to communicate locally or overseas. Digital communication plays a vital role in business. Use of Internet, websites, virtual meetings and email, videoconferencing and teleconferencing gives us more freedom to communicate anywhere in the world. But this freedom can create troubles sometimes (Robert,n.d). Studies have shown that access to digital communication may or may not have any influence on cross cultural issues. This report has discussed the Indian culture, the Australian culture and role of digital communication in cross-cultural issues of these countries. 2.1 Indian Culture India has a rich and colourful culture. According to Grihault ,2003 India has given the world two greatest religions :- Hinduism and Buddhism. The Hinduism is dominant religion in India. There are other religions in India as well: Muslims, Christians, Sikhs, Buddhists and Jain. Majority of Indians have strong belief in religion. Indian society is based on hierarchy. Hierarchy is not only seen in families but also in businesses. Indian culture is male dominant. Although India is a political democracy, in everyday life there is little encouragement to notions of equal opportunity. In India all relationships involve hierarchies. Yousuf et al. 2007 conducted a survey in Kashmir (state of India), to evaluate the perceptions and practises of medical practitioners in matters relating to informed consent in certain hospitals. Results of the survey showed if consent was refused, medical practitioners would still proceed with the intervention without any justification for consent. Doctors opinion was considered the most important in clinical decision making. Results also showed that not all information was disclosed to female patients. This study highlights the male dominance, decision making process and hierarchy system in India. Here are some of the business ethics in India. Indians prefer to do business with those they know better and build relationships upon mutual trust and respect. Indians conduct meetings either in late mornings or early afternoon. Meeting can be cancelled in short notice or at last minute. Indians are impressed with punctuality. In India decision is only made by the authority. Indian people who do business dress up in traditional garments. Indians reserve titles; for example Professor, Doctor and Engineer and status is strong-minded by age, qualification, cast and profession. Indians also use titles such as sir or Madam instead of taking names. In India business cards are exchanged after initial greetings. 2.2 Australian Culture Australia is a multicultural society. A recent census showed that approximately 68% of Australian population were Christians, 1.5% were Muslim and 2% Buddhists (Penney 2007). Religion is not taken very seriously by the Australian people. The number of people attending church in Australia is falling day by day. Australia is hierarchical society in certain aspects; example Australian men earn 10% more than women. Though men and women are considered equal in Australian society, most of the upper level positions in corporate, academic and public sector are occupied by men. Australians favour equality than recognised hierarchy. Australians see hierarchy as a disruption to positive and productive social relations. In Australian workplaces there are bosses and sub-ordinates; bosses must earn the respect of their employees. People at workplaces are called by their names rather than being greeted as sir or madam. Workplaces in Australia are free of language and behaviours that would degrade any individual. Here are some of the Australian business ethics: Australians communicate in a straightforward manner and sometimes use very colourful language. They do not need long-standing relationship before doing business. Punctuality is very important for Australians while doing business. They prefer to arrive a few minutes earlier than to keep someone waiting for you. Appointments are important and easy to schedule. Australians are generally relaxed people. Australians use facts and figures in business presentations as theres no place for feelings and emotions in Australias business atmosphere. Australians do not need lengthy discussions to do business, negotiations often proceed quickly. Australians do not like high pressure techniques in business deals. Top level management decisions are made after consulting others and hence this makes the decision making process slow. People doing business are usually expected to dress up formally. Australians do exchange their business cards after initial greetings, but not exchanging a business card is not considered insulting. 2.3 Role of digital communication in cross cultural issues of Australia and India In todays world the internet, websites, video conferencing and emails have become an important part of our lives. Internet is an important resource from where all sorts of information can be gathered. But use of internet varies from one country to the other. The difference in use of the internet across various countries is called digital divide. Technology, economy, politics and culture contribute to this digital divide. Nath et al 2004 have studied the relationship between the cultural dimensions proposed by Hofstede and the Internet diffusion rate of nations. According to them cultures that avoid uncertainty and risks are resistant to the use of internet, and societies with high masculine culture tend to have lower internet diffusion rate. In such societies the culture does not favour internet use. This study showed that diffusion rate in India was Information on cross cultural differences of India and Australia is very important in doing business across these two countries. The Cultural value set given below shows the differences between Indian and Australian culture. INDIA AUSTRALIA Individualism Collectivism Long term Orientation Short Time Orientation Single Group Mixed Group Event Oriented Time Oriented Internet is a useful resource of gaining such information. Kayan et al. 2006 have said that information technologies facilitate cross cultural collaboration but this may be restricted by different styles of IT use in different cultures. Access to digital communication is not only beneficial to large businesses but can also help small and medium entrepreneurs (SMEs) to grow and participate in global markets of developed as well as developing countries. Patricia et al. 2007 conducted a study to investigate and evaluate the business environment in India, and identify factors that how small and medium sized businesses can participate in international marketplace. Several factors were identified in this study; one of major factors identified was that internationalization of SMEs in India can be achieved by increased utilization of information technology and better use of online resources. Hornby et al. 2002 conducted a study to understand export barriers of Australia and UKs SMEs (small and medium entrepreneurs). This study also addressed the effect of E-commerce on SMEs, how internet can help to break down export barriers and focus on cultural differences depending on firms export market. Results of this study showed that Australian businesses using internet, perceived lower export barriers. But SMEs in Australia did not give consideration to overcome cross cultural issues and need for foreign representation as they used market extension approach for their websites. Merryfield, 2003 conducted a study to understand the role of online technologies while teaching social studies and global education to students. Study was conducted on 92 American teachers and 22 Cultural consultants who interacted with students in graduate programs. Mode of interaction was online discussions. Results of the study showed that online technologies were the perfect tools for teaching social studies and global education to students due the availability of various resources on the internet. 3.0 Conclusion The role of digital communication varies from one culture to the other. Above studies show that some businesses use technology to have better understanding of cross cultural issues whereas some use it simply as an essential part of business. On the basis of above literature it can be concluded that access to digital communication promotes cross cultural collaboration but it depends on the purpose of its use. 4.0 Annotated references Armstrong, A Francis, D.R, n.d, Personal Ethics in a Corporate World, Journal of Business Systems, Governance and Ethics, vol 3, No.1, pp. 27-33 (Online Google). This article has discussed about relationship between personal morality and ethical corporate behaviour. They also talked about intellectual competence (IQ) and emotional intelligence (EIQ), confounding issues such as the stability of moral intelligence. Grihault, N 2003, Culture Smart India, Kuperard, Great Britain. In this book Grihault has discussed about Indian land, people, values and attitudes, religion, communication and business briefing such as business attitudes, business culture, business communication, meeting and negotiations. Hornby, G, Goulding, P Poon, S 2002, Percptions of Export Barriers and Cultural Issues: The SME E-commerce Experience, Journal of Electronic Commerce Research, vol. 3, no. 4, pp. 213-226 (Online Google Scholar). This article is about small and medium size enterprises (SMEs). This study discussed use of E-commerce in international market. This is a comparison of Australia and UK in regards of E-commerce. They highlight some of cultural issues during the process of marketing internationally across different cultures. India a country study, viewed on 29th April, 2010. http://www.country-data.com/frd/cs/intoc.html This web site is providing information on India such as roots of Indian religion, language, ethnicity, society and culture, hierarchy, cast and class, telecommunication, foreign relations and business ethics in India. ITIM international, viewed on 29th April, 2010. http://www.geert-hofstede.com/hofstede_australia.shtml This website provide information about cultural dimensions such as power distance index (PDI), individualism (IDV), masculinity (MAS), uncertainty avoidance index (UAI) and long-term orientation (LTO). Kayan, S, Fussell, S.R Setlock, D.L, 2006, Cultural differences in the use of instant messaging in Asia and North America vol. 6, pp. 525-528 (online Google). This article is all about different styles of Information Technology use in different cultures. They have been conducted on the use of Instant Messaging in North America and Asia. This study reflects the difference between Western individualistic, low-context cultures and Eastern collectivistic, high-context cultures. In this study they found multi-party chat, audio-video chat emotions were very famous in Asia than in North America. Merryfield, M. 2003, Like a veil: Cross-cultural experiential learning online, Contemporary Issues in Technology and Teacher Education, vol. 3, pp. 146-171 (Online Google Scholar). This article discussed about places for cross-cultural online interaction, substantive content, cross-cultural engagement, exploration of and risk-taking with sensitive topics, controversial issues and conflicting perspectives, issues of special interests. Nath, R Murthy, N.R.V 2004, A Study of the Relationship Between Internet Diffusion and Culture, Relationship Internet Diffusion and Culture Journal of International Technology and Information Management, vol. 13, no.2, pp. 123-132 (Online Google Scholar). This article discussed about the adaptation and use of technology innovations. They also talked about digital divide. This paper examines the relationship between the cultural dimensions proposed by Hofsted and the Internet adoption rate of nations. Patrica, R.T, Rajshekhar Javalgi, G 2007, Internationalization of SMEs in India: Fostering Enterpreneurship by Leveraging Information Technology, International Journal of Emerging Markets, vol. 2, issue. 2, pp.166-180 (Online Emerald). This study is based on small and medium-size enterprises (SMEs) in India. This study is to investigate and evaluate the business environment. How India is developing in international market? It is planned that the key method for development of entrepreneurship is through the utilization of technology. Penney, B 2003, Culture Smart Australia, Kuperard, Great Britain. This book is all about Australian people, values and attitudes, Australian English-speaking strine, use of communication methods and business briefing such as the Australian way of business, women in management, work ethics, egalitarianism in the work place, business and socializing. The Webs leading resource for International Business Etiquette and Manners, viewed on 29th April, 2010. http://www.cyborlink.com/besite/india.htm This website is a leading resource for International business etiquette and manners. This website is providing every countries business ethics such as Appearance, Behavior, Communications, and Resources and also you can get Geert Hofstede Analysis. Tiffen, R Gittins, R 2004, How Australia Compares, Ligare Pty Ltd, Australia. This book is a handy reference that compares Australia with other countries such as Education, Inequality and social welfare, International relations, Telecommunications and computing, religion, values and attitudes. West, A.B, Murphy, T.F, 2007, Gday Boss! Australian Culture and Workplace, Tribus Lingua, Australia. This book is all about Australian culture. Such as heart of culture, characteristics, level of cultures, generalise vs. stereotyping, Australian values contrasts, beliefs and behaviours, equality vs. recognised hierarchy, informal vs. formal, connected vs. distant, work vs. leisure, individualism vs. collectivism and dealing with conflicts. Yousuf R M, Fauzi A R M, How S H, Rasool A G, Rehana K 2007, Singapore Medical Journal, Awareness, knowledge and attitude towards informed consent among doctors in two different cultures in Asia: a cross-sectional comparative Study in Malaysia and Kashmir, India, vol. 48, no. 3, pp. 559-565 (Online Google). This is a Medical journal and in this study they discussed about some cultural issues. This study is about doctors attitude and acknowledges the patients autonomy. This is all about modern medical ethics across culture. They also talked about the cultural and religious views of the local population.

Outsourcing Jobs :: Globalization, Economics, Economy

It is 2:00 A.M. and you have been surfing the Internet all night. Your computer starts to slow down and suddenly stops. You cannot explain why; you have tried everything in your power to get it running again. It is early in the morning and you are tired, so what are your options? You decide to call the computer company’s help desk. You know it is late, so you are surprised that someone answers your call. The person on the other end of the phone is an outsourced employee. The language barrier makes it difficult to understand, and you become upset. At this moment your main concern is to get your computer working again, so you continue to let the technical support representative help you. After a short time of being on the phone, the representative helps you, and your computer is fixed. Now that your computer is in working order, you return to the thought that you received help from an outsourced office. You were not happy to get a representative from overseas, but now that your problem is fixed, you realize it wasn’t that bad. Many people have the same reaction to this scenario. It is common today to get upset about the use of job outsourcing. The increase of companies that use offshore help is making people talk. The upfront concern is that the use of outsourcing is taking away from jobs in the United States. This may be the popular consensus, but it is not completely true. In reality, the use of job outsourcing does not have a negative effect on the economy in the United States. Americans complain about the loss of jobs to outsourcing, so we need to take a look at our unemployment rate. It would naturally make sense that if a job is placed overseas, it is being taken away from an American worker. â€Å"In truth, companies have outsourced since the Industrial Revolution† (Kakumanu, Portanova, 2006, p. 1). The use of outsourcing jobs is not a new concept; it has just become more popular. â€Å"Offshore outsourcing of labor first became prevalent in manufacturing industries. Labor in other countries was cheaper than America workers, and transportation fell. This made sending work offshore more economical and began a large wave of outsourcing† (Kakumanu, Portanova, 2006, pg 1). Would this then mean that if jobs are being sent overseas in these large waves, there would still be jobs left for American workers?

Inherent Risk Essay

Inherent risk Computerizing risk Non-routine transactions (Beasley 2010, p268) ‘Transactions that are unusual for the client are more likely than routine transactions to be incorrectly recorded, because of the client often lacks experience in recording them. ’ Why it is risk: Santos use a series of computerizing or IT technology to support their business for increase market competition. IT technology has been used for trade ordering systems between customs and Santos. Customers can order or purchase goods online. Therefore, non-routine transactions might occur if customers not familiar with the computerizing system. What’s more, Computerizing system would always make the same mistake, if the system has not designed properly. Thus, It might also contain some misstatement of transactions or increase opportunities that the transaction record incorrectly, such as , some of sales transactions might record in ‘other income’ due to computerizing system design mistake. Misstatement of sales account would lead to estimate wrong actual profit at the end of financial year, thus it contain risks to estimate wrong also affect the Evidence: Make sure that the computerizing system had been designed properly; review the computerizing system to identify whether there are some mistakes. Investigate sales account and other income account, identify whether every transaction has been recorded correctly. Management risk Factors related to fraudulent financial reporting and misappropriation of assets (ASA 240 incentives/pressures) Adverse relationship between the entity and employees with access to cash or other assets susceptible to the theft may motivate those employees to misappropriate those assets, for xample: promotions, compensation, or other rewards inconsistent with expectations. Management and weaknesses in internal control may be present when misstatement due to either fraudulent financial reporting or misappropriation. Why it is risk (ASA240 ) Asset misstatement or been record incorrectly due to motivation that theft could benefit from it. Weak management of internal environment would lead to fraud or misst atement happened by personal motivation.

Sapporo beer Essays

Sapporo beer Essays Sapporo beer Paper Sapporo beer Paper Target market Japans Sapporo Holdings said on Thursday it would enter the Vietnamese market by taking a 65 percent stake in a beer Joint venture with Vietnam National Tobacco Corp to tap its fast-growing market. It marks the first major overseas expansion in three years by Sapporo, the smallest of Japans four major brewers, as bigger rivals Kirin and Suntory have been aggressively snapping up overseas businesses to grow beyond a shrinking domestic market. Nietnam is Asias third-largest beer market after China and Japan and this is a fast- rowing market, said Tatsuya Komatsu, a Sapporo spokesman. The company will acquire a 50 percent stake in the venture from Danish brewer Carlsberg and 15 percent from Vietnam National Tobacco for a total of $25. 4 million. The Joint venture will build a beer factory in Vietnam and is scheduled to startselling Sapporo brand beer in early 2012, it said in a statement. The venture aims for sales in 2019 of 1 50,000 kilolitres or $128 million. Sapporo said it will actively seek further acquisition opportunities to enlarge itsoverseas business, which now accounts for less than 10 ercent of its revenues. Sapporo, the maker of Yebisu brand beer, acquired Canadian brewer Sleeman in 2006 for 30 billion yen ($340 million), but has been overshadowed by Kirin and Suntory in overseas expansion. Kirin has spent $1. 5 billion in the past two years to buy Australias National Foods and Dairy Farmers and $2. 8 billion to take full ownership of Australias No. 2 beer maker Lion Nathan. It also acquired a 49 percent stake in the Philippines San Miguel Brewery for $1. 4 billion. Asahi Breweries, locked in a fierce battle with Kirin for No. lot in Japans beer market, said recently it could spend up to 400 billion yen ($4. 6 billion) on acquisitions over the next few years, with an eye on Asian markets. The Japanese brewers have been scrambling to diversify their products and geographic reach to reduce their reliance on the domestic beer market, which has lost 15 percent in volume in the past decade as the economy sputters and the population shrinks. HA NOI † The Japanese beer maker Sapporo Hold ings plans to enter the domestic market from early 2012 through he purchase of a majority stake in Kronenbourg Viet Nam Ltd. Sapporo Holdings said it would buy a 65 per cent stake for about IJS$23 million in Kronenbourg Viet Nam, which is equally owned by Carlsberg Brewery AIS and the Viet Nam National Tobacco Corp (Vinataba). After the deal closes, which is due in January next year, a Joint venture betweenSapporo Holdings and Vinataba will be set up with the latter holding 35 per cent of the Joint ventures stake. At that time, Kronenbourg Viet Nam will change its name into Sapporo Viet Nam Ltd. Sapporo said the Joint venture would egin construction on a new plant on the outskirts of HCM City. The plant is scheduled to begin operations from 2012. Sapporo expects to earn a turnover of roughly $115 million within a decade from the Vietnamese market, with a predicted annual growth rate of more than 10 per cent for years to come. The Joint venture has targeted a market share of roughly 3 per cent in Viet Nam by 2019. Sapporo also has plans to export beer produced in Japan to Viet Nam. The Japanese offset declining beer sales in Japan due to a shrinking population and a gloomy economic outlook. ?† VNS In 2010 , Sapporo has arrived in Vietnam and established Sapporo Vietnam Co. ( a Joint venture between Tobacco Corporation Vietnam ( VINATABA ) and JSC Sapporo Holdings Ltd. or a total contribution from Japan 71 % ) . 1 1/ 2011, the Sapporo Factory in Long An Vietnam was officially put into operation . The plant has production capacity of 40 million liters / year , but to meet the goal of becoming a major production base for Southeast Asian beer market capacity will be increased gradually over the period 2015 to reach 100 milli on liters / year and in 2019 ill reach 150 million liters / year . 4/2012 , Sapporo official launch sales activities . Sapporo time in more than 4,000 retail stores , restaurants , hotels, mainly in Vietnam . Sapporo has now launched 4 product lines premium beer : Sapporo Premium Beer Bottle 330 ml , 330 ml cans of beer Sapporo Premium , Sapporo Premium Beer 650 ml silver cans and beer Sapporo Premium 20L . In particular , products Can Silver ( silver cans ) is a typical representative of elegance and luxury of Sapporo Premium Beer . This product has a higher alcohol content than other types a it , with a large capacity and a unique design that Sapporo beer can only be Sapporo is the only beer company in the world combined study of barley and hops to produce a formula to create the most perfect beer . Based on these studies , the Sapporo today have developed a new barley varieties better and Vietnam Sapporo Factory is also used . When the Vietnam market , to be able to produce beers with similar quality beers produced in Japan and in accordance with consumer tastes here , Sapporo choose the most appropriate type of yeast in 1000 different yeast pecies from the research Center of Sapporo in Japan . After Japan and Canada , Vietnam is the place where Sapporo beer factory and expect this will become the manufacturing center of the Southeast Asian market . Because Vietnam is the third largest beer market in Asia , the turnover of 3 billion liters of beer in 2020 and expected to double . Sapporo Vietnam not only passionate creative challenges overcome and the framework of the usual practice , but also to share the moments of happiness and Joy winning hand. Thats why Sapporo Premium market presence in Vietnam as a premium beer brand .

Orientalism essays

Orientalism essays There is no way to divide the world into us and them and still avoid conflict between the two groups, yet this is how the world has been seen through the eyes of some for much of history. People try to define themselves by that which they are not, and in the case of the Orient, these people saw others who were completely different from them. The cultural and religious differences made it easy to separate themselves from the Orient, but according to the west, the differences did not stop there. The Oriental seemed physically or mentally different. The western world looked at the intricacies of the east, and labeled them different and inferior. The Newtonian Revolution presented a good argument for this point of view. The Orient was stuck in the past, and resistant to change. In this way, the people of the Orient seemed to be behind the rest of the world This supposed difference in thinking boiled down to how people viewed the world around them. Henry Kissinger describes it like this in his essay Domestic Structure and Foreign Policy. Cultures which escaped the early impact of Newtonian thinking have retained the essentially pre-Newtonian view that the real world is almost completely internal to the observer... Bernard Cohen describes it in his book The Newtonian Revolution as follows. The signs of the revolution can also be seen in internal aspects of science: aims, methods, results. Bacon and Descartes agreed on one aim of the new science, that the fruits of scientific investigation would be the improvement of mans condition here on earth: agriculture, medicine, navigation and transportation, communication, warfare, manufacturing, mining. Many Scientists of the seventeenth century held an older point of view, that the pursuit of scientific understanding of nature was practical insofar as it might advance mans comprehen...

Leadership and Strategic Management of Hallmark Essay

Leadership and Strategic Management of Hallmark - Essay Example Brand image is the latest method through which companies are trying to retain loyal customers. Hence brand image is a vital marketing activity. A brand is not merely a name or a logo or a slogan. It is the customers’ perception of the stimulus when the brand is presented.2 Three important guiding principles for developing strong labor-intensive brands are orchestrating the clues, connecting emotionally and internalizing the brand. Hallmark has not only tried to build its brand image but also used its brand to diversify into other sectors. Very recently, Working Mothers magazine has named Hallmark Cards Inc as one of the 2008 Working Mother 100 best companies. Hallmark has thrived on being a family-friendly company and supporting families have been a vital part of its culture. This is the reason the brand image of Hallmark has enhanced and they utilized the opportunity to grow. According to Working Mothers magazine, Hallmark’s HR policies are employee-friendly which make s them employers of choice. Hallmark employs renowned writers and editors, artists, art directors and other experts that help in giving the best to the people. Organizations become more innovative by capitalizing on their employees’ ability to innovate.3 This is something that can give the competitors something to worry about because Hallmark scores high on people management. A counter trend that can be found in the Hallmark products is the use of celebrity Humor cards. They use parodies of celebrities and politicians for their cards and they claim that they are not violating the right of these public figures. At times they do take permission from the celebrity concerned and they also pay royalties for it.  

Critically analyse what is meant by the New Third Way as a political Essay

Critically analyse what is meant by the New Third Way as a political ideology - Essay Example These ideas are very progressive and necessary at first sight. The matter is that these ideas were formulated in the end of the 20th century, and the political situation was not the same as today. The ideas of the Third Way are of liberal views which are in great crisis today. The world community is facing a lot of new challenges, especially after September 11, 2003. Most of them are related to the global world terrorism and numerous terrible actions made by terrorists throughout the world. Many challenges are connected with WMD proliferation and drug trafficking. The twentieth century was a century of capitalism and socialism ideas realization, but now in the beginning of the 21st century the ideas of pure capitalism (when profit is the main value, and all problems must be overcome by free entertainment) and socialism (when state is the main power in economic life) are become outdated, as practice shows. So, the leaders of the most powerful countries offered a new decision, so-calle d The Third Way.

Startup Plan Assignment Example | Topics and Well Written Essays - 4000 words

Startup Plan - Assignment Example This will be achieved by introducing an innovative method of managing payment and access to internet services. This will allow the customer the flexibility of access, payment and budgeting. The rates offered for internet access will be competitive. The concept is still at start-up level, however, the next stage is to secure funding and this will be carried out by applying for funding to various sources. There is the potential to trademark our concept of the Access Card, and enquiries are being made to the relevant authorities. Our market mainly consists of students who cannot afford to be tied down to long term internet contracts, and this segment as a whole is currently experiencing record levels of borrowing to sustain their education. This is a huge potential market of 42 401 students in the Yorkshire and Humber region (UCAS 2006), and are desperately in need of more flexible internet access. To ensure this, we will be undertaking an aggressive marketing campaign and liaising with the National Students Union. Our concept will require a minimum of 100,000 for the first year, with a 20% stake offered for potential investors. 20 000 will also be made available from personal savings of the owner . 1.1 Objectives X Internet Caf's objectives for the first three years of operation include: The creation of a novel way to access and pay for internet access. Provide an integrated internet and data management service at affordable prices. Expand into other areas of the United Kingdom Achieve a 60% penetration rate for the national student community. 1.2 Mission As the cost of broadband internet access comes down, its popularity will increase, but at the price of long and binding contracts. X Internet Caf will provide student communities with access to the Internet, at a price they can control, and at hours that are compatible with their lifestyles. 1.3 Keys to Success The keys to success for X Internet Caf are: The creation of the Access Card that will differentiate payment methods and accessibility of computers. An all-inclusive service that is suitable for every budget. 1.4 Risks The risks involved with starting X Internet Caf are: Will the anticipated demand materialise Will the popularity of all-inclusive broadband internet in accommodation rates grow 2.0 Company Summary X Internet Caf, soon to be located in the city of Sheffield, will offer the student community with affordable internet services, through the innovative Access card which allows the student to browse and access internet services at manageable prices. X Internet Caf will also offer photocopying, binding, laminating and printing services which can paid off the Access Card. X internet caf was born out of the lack of basic internet access that seems prevalent in the UK. The UKs e-government programme has

Aristotelian ethics Essay Example for Free

Aristotelian ethics Essay Aristotelian ethics is focused on the search for happiness through virtue. Happiness functions as the chief and final end of man while virtue is a mediated state in between the irrational tendencies of man. The Aristotelian ethical system is primarily focused on the notion of virtue and value of the golden mean which focuses on practicality as a method of achieving happiness in opposition to self-realization. According to Aristotle, ethical knowledge is not precise compared to the study of mathematics or the sciences, but a practical discipline; that in order to be good or virtuous is not to quantify it as a study but to actually experience becoming good or virtuous. In the Nicomachean Ethics, Aristotle’s work breaks away from the reason-centered philosophies of his predecessors namely Plato and Aristotle concerning the reason-based pursuit of the highest form of good through an empirical and a goal-centered approach. The attainment of the ‘good’ is the foundation of Aristotelian ethical principles; ethics during the context of classical Greek philosophy is primarily concerned on living the ‘good’ life through the moderation of actions. This notion of good however is different from the hedonistic perspectives concerning the happiness. Hedonism centers its beliefs on pleasure as the purpose or final end of man while Aristotle’s ethics are primarily directed to the practice and experience of life through virtue and mediation. He argues that the rational and irrational tendencies of the soul such as aspirations, desires, wants, and needs, have an ultimate end. Happiness is the final end of such tendencies; however, the process in which happiness may be achieved may go against the dictates of the soul because of subjectivity. Contrary to Platos self-existing good, happiness is practical rather than an ideal; it can be attained in the sense that an individual must experience it. The highest form of good must be desirable in itself and not to function to some other self-serving purpose. For Aristotle, happiness is found in the everyday experiences of life and work that is unique to rationalistic human soul. The individual’s purpose is to act upon what is inherently human, that is, to attain happiness through experience. The fulfillment of such end leads to the state of eudaimonia, literally meaning happiness. Eudaimonia is a state of state of mind rather than an interpretative or emotive understanding of happiness per se. In order to achieve such, Aristotle first defines the distinct parts of the human soul, the notion of virtue and its function as part of experience. Happiness is subjective to the individual since there are many forms and concepts wherein happiness can be interpreted; pleasure leads to a state of temporal and physical happiness but does not eternally reside on the individual. The multitude of perspectives concerning the attainment of a universal idea of happiness is a dilemma; since experience provides a subjective interpretation of a phenomenon, there may be no existing ‘universal’ idea. As narrated in the Ethics: â€Å"And so the man who has been educated in a subject is a good judge of that subject, and the man who has received an all-round education is a good judge in general. Hence a young man is not a proper hearer of lectures on political science; for he is inexperienced in the actions that occur in life† (Aristotle 3). For Aristotle, experience and practicality are the foundations of ethical belief. In contrast with his predecessor’s mode of ethical discipline, Aristotle argues that ethics cannot be derived from an abstract notion such as Plato’s Theory of Forms where the self-existing good remains self-evident and unchangeable. This reason-based or rationalistic approach is refuted with Aristotle’s empirical standpoint. Experience, according to Aristotle, is a unique human condition and its uniqueness provides the basis for the formation of a practical ethical system of belief. In order to understand the concept of virtue, Aristotle first divides the parts of the human soul into two parts, the rational and irrational soul which is further subdivided into three categories, namely: the vegetative, appetitive, and calculative value. The irrational ‘part’ of the human person is related to the animalistic soul or instinct (nutritive value), while the rational soul is the distinguishing factor against pure instinctive tendencies. Thus, rational nature of the soul is the definition of the human persona humans has the ability to reason (calculative/appetitive) and impose control on irrational tendencies. The normative control over irrational desires is also a part of Aristotle’s biological differentiation between man and animal. Animals rely on instinct or desire which is irrational, to maintain their survival. The control of the irrational nature (appetitive) leads to the formation of moral virtue while the perfection of the pure rationalistic soul which provides intellect and reason (calculative) is known as an intellectual virtue. Thus, moral virtue falls under the middle ground between the intellect, which regulates it, and the passions, which virtue attempts to control. Virtue is defined as â€Å"a state of character concerned with choice, lying in a mean, i. e. the mean relative to us, this being determined by a rational principle, and by that principle by which the man of practical wisdom would determine it† (Aristotle 35). Virtue, in accordance with experience, is based from practical knowledge. Contradicting the notion of the self-existing good, practical knowledge replaces the notion of self-existing truths. The Platonic notion of understanding these truths is through self-recognition of ignorance as an obstacle of intellectual illumination. In contrast, the practicality of experience acts as the foundation of virtue that is learned through the uniqueness of human experience. Experience is then essential in acquiring these virtues rather than acknowledge the presence of such through the affirmation of doubt. Plato’s theory as exemplified in the Allegory of the Cave calls for the self-affirmation of ‘I know nothing’ in order to determine the absolute or ideal knowledge that exists in the realm of the forms. Aristotle deviates from this rationalistic approach as he emphasizes on practicality in determining truths. Further, Aristotle explains: â€Å"since things that are found in the soul are of three kinds – passions, faculties, states of character, virtue must be one of these† (Aristotle 43) The soul as expressed in its dualistic rational and irrational parts, contain passions, faculties, and other states of character. The passions consist of the emotional either accompanied by pleasure or pain (e. g. joy, sorrow). The faculties of the soul is the capability of these emotions (e. g. being happy, joyful, etc. ), while the states of character is the middle ground in-between the emotional opposites (e. g. consumed or weakened by anger). Virtue is then a mediation of the passions which acts upon the faculties of the soul and leads to the essence on the states of character. One of the important notions in Aristotelian ethics is the notion of the Golden Mean. The golden mean separates human action (e. g. passions) into virtue and vice. The mean, in context with experience, provides the avenue of practicing virtue in the process of attaining happiness. Virtues are either at mean or in opposition (virtue and vice). Vices are further categorized either in its extreme or deficient sense while moral virtue functions as the regulating principle situates action in moderation. For example, the virtue of modesty is the mean between the vice of deficiency (shamelessness) and extreme (bashfulness). The virtue of courage is the middle ground between rashness and cowardice. The concept of the golden mean is dictated by the functions of rationality wherein behavior is formed through experience. It however cannot be quantified through a mathematical or logical proposition; meaning to eat 100 times in excess means it cannot be justified by starving oneself in 50. This ethical system is solely dependent on the conception of rationality on the part of the individual in relation to the uniqueness of experience. The value of virtue is the understanding of mediation in action rather than performing in excess or deficiency. To understand the middle ground of opposite actions leads to intellectual calmness or realization; that to be in excess and deficient leads either through temporary happiness (pleasure) or the lack of it (pain). In addition, the task of finding the middle ground in vices is a difficult task. According to Aristotle: Hence also it is no easy task to be good. For in everything it is no easy task to find the middle, e. g. to find the middle of a circle is not for everyone but for him who knows; so, too, any one can get angry – that is easy – or give or spend money; but to do this to the right person, to the right extent, at the right time with the right motive, and in the right way, that is not for everyone, nor it is easy. (Aristotle 49) To easily determine the middle ground of vices cannot be applied for the totality of every individual since the irrational soul still acts upon its instinctive nature. In relation to the Platonic challenged posed by the Theory of Forms, the attainment of the good is solely dependent on the individual to countermand the irrational passions in order to redirect the soul and purpose in attaining its final end. Plato’s challenge is focused on the breakaway from ignorance to understand the ‘ideal’ world in which the world of illusions is based from. Aristotle on the other hand, focuses on the importance of experience and practical knowledge; to know happiness means we have to experience happiness. Aristotle’s happiness is attained through the practice of virtue and the regulation of the golden mean. However, Aristotle argues: â€Å"So much, then, is plain that the intermediate state is in all things to be praised, but that we must incline sometimes towards the excess, sometimes towards the deficiency, for so shall we most easily hit the mean and what is right† (Aristotle 50). In order to understand the mean, Aristotle again notes the importance of experience. The individual must therefore experience the extreme opposites of the passions (vice) in order to determine the golden mean. For example, one cannot know the virtue of courage if one does not become a coward (deficient) or be rash (excess) in actions. It is only after experience teaches the individual the value of virtue and virtue in turn, leads to the attainment of eudaimonia in which happiness is eternal. Reference Aristotle. Nicomachean Ethics (M. Ostwald, Trans. ) New York: Collier Macmillan. 1962

Analysis of Holiday Tour Operators

Analysis of Holiday Tour Operators Chapter 1: Introduction Outline This research focuses on three UK holiday companies Kuoni, Thomas Cook and STA Travel and their marketing strategies. This research is comprised of following chapters: Rationale This study highlights many issues related to marketing of tourism companies; more specifically it will be looking at the three companies mentioned above and will be giving a broad analysis to marketing strategy as a marketing tool. The purpose of this dissertation is to conduct a detailed analysis on three different UK holiday companies which are Kuoni, Thomas Cook and STA Travel, who target different segments of the market. I believe that this investigation will broaden my understanding of the tourism marketing as well as the techniques and strategies that they use as a key factor to their success. (Morgan, 2001)Overall I believe that it is an interesting area to study because I can use and demonstrate while conducting this investigation the skills and knowledge that I had obtained while studying my degree. In addition, I have chosen to carry out my dissertation on the following three companies, because I believe that they differ in their market segmentation, however they have a common goal and they are competitors. I would like to introduce the companies that I will be focusing on and provide some brief introduction for each of them. But first of all let us talk about the role of tour operators. (Wang, 2002) Tour operators today play a very important role in creating the images of destinations. In this global capacity, they can significantly influence international tourism flows towards a country hit by safety and security risks. Even decisions of individual tourists on where to spend a holiday very often depend on the attitude and practice of tour operators towards a particular destination. But people have their own choices and preferences. In this paper we are going to analyse Kuoni, Thomas Cook and STA Travel tourism and travelling services as this is one of the best tour operator agencies world wide and the first choice of tourists. (Buhalis, 2001) From 1950 to 1998 the number of international tourist arrivals in the world increased from 25 million to 635 million (WTO 1999b), with an average annual increase of 6.97%. Over the past 15 years, international tourism receipts have grown 1.5 times faster than world GDP, with no signs of slowing down. In 1998 international tourism accounted for an estimated 8% of the worlds total earnings and 37% of exports in the service sector (WTO 1999a). According to data from the International Monetary Fund, in 1998 international tourism receipts and passenger transport amounted to more than $504 billion, putting it ahead of all other categories of international trade (automotive products, chemicals, food, petroleum and other fuels, computer and office equipment, textiles and clothing, mining products, etc.). (Driver, 1999) This rapid development of international tourism can partly be explained by the xxpackage holidays promoted nationally and internationally. Indeed, tour operators represent one of the most powerful and most influential entities in the tourism industry. They have a strong influence on international flows from main generating markets to various destinations. According to World Tourism Organization estimates, tour operators nowadays have a share of about 25% in the total international tourism market. This means that in 2000 tour operators organized at least 175 million international tourism trips. Therefore, the success of many destinations depends on whether foreign tour operators include them in their programs. (Buhalis, 1998) Travel Industry As the travel industry consists of numerous sectors and divisions, companies within the industry vary greatly in their activities and the segments of the market they are involved in. Three of them Kuoni, Thomas Cook and STA Travel leaders in their respective field and I would like to commence with Kuoni in the following segment. (Riege, 2000) Introduction to Kuoni, Thomas Cook and STA Travel Companies Kuoni Travel Holding Ltd. oversees one of Europes top five travel and tour groups. Based in Zurich, Switzerland, the company is particularly strong in both its domestic and U.K. markets, but is also present throughout Europe, especially in Scandinavia, with a rising presence in the United States and Asian markets. Kuoni Travel operates in three primary areas of business: Leisure Travel, which accounts for more than 85 percent of the companys sales; Business Travel, through its BTI unit, which handles travel coordination activities for the small and mid-sized and large-scale corporation markets; and Incoming Services, which provides travel destination services, such as touring and sightseeing packages. (Morrison, 1994)The company markets it high-end tours and travel packages under the Kuoni name. Discount travel packages are offered under the Helvetica brand name. Switzerland remains the companys single largest market, representing slightly less than one-third of its total sales. The U.K. and North American markets together provide less than one-third of sales. The European continent, including Scandinavia, added another roughly 30 percent to Kuonis total sales, which topped SFr 4 billion in 1996. (Schonland and Williams, 1996) Kuoni has been stepping up the pace of its acquisitions at the turn of the century. After being disapponited in its attempt to merge with the United Kingdoms First Choice Holidays Plc, which would have helped the company create a counterweight to Europes market-leading Preussag-Thomson alliance announced in early 1999, Kuoni has changed direction, targeting the Scandinavian, Indian, and North American markets for its future growth. (Weber and Roehl, 1999)Listed on the Swiss stock exchange, Kuoni is led by Chairman Daniel Affolter and President and CEO Hans Lerch. (Bonn and Furr, 1999) A native of Chur, Switzerland, Alfred Kuoni moved to Zurich to open a travel agency in 1906. If the companys nameTravel Bureauwas not all that original, Kuoni quickly established itself as a pioneer in exotic travel destinations. One of the companys first organized tour packages took Swiss citizens on a guided tour to far-off Egypt. (Hu, 1996) In 1925, Kuoni reincorporated as a joint-stock company, with shares remaining within the Kuoni family. Through the years leading up to World War II, Kuoni expanded from its original location to include a number of sales offices throughout Switzerland. Despite its success in its home market, the company recognized early on that Switzerland was too small for its growing ambitions. The company also opened its first international office, in Nice, in the south of France. Further international moves were not realised due to the buildup to and outbreak of World War II. (Baker and Hozier, 1994) Kuonis international expansion began almost immediately after the end of the war. In 1948, the company opened its first international subsidiaries, in Italy and France. Kuoni also continued to venture to new and exotic travel destinations, such as the organization of the first charter flights to Africa. (Pizam and Mansfeld, 1999)In 1957, the Kuoni family established the Kuoni and Hugentobler Foundation under which to group their holding; much later, with Kuonis public listing, the foundation would became the companys primary shareholder. (Dev and Olsen, 2000) Thomas Cook AG is an international leisure group, created in 2000 by CN Touristics purchase of Britains Thomas Cook Holdings Ltd., with roots tracing back to 1841. (Bitner and Booms, 1982 )The company is represented in the sales markets of Germany, Great Britain, Ireland, France, Belgium, Luxembourg, the Netherlands, Austria, Hungary, Poland, Slovakia, Slovenia, Egypt, India and Canada, providing products and services in most market segments, including airlines, hotels, tour operators, travel and incoming agencies. Thomas Cook AG is the third largest integrated tourism group in the world, serving some 14 million customers. Thomas Cook AG, encompasses 32 tour operators and around 3,600 travel agencies, selling the groups products worldwide, as well as a portfolio of 76,000 controlled hotel beds, a fleet of 87 aircraft and a workforce numbering some 28,000. Its services also include travel shops and charter airlines. (Koh, 1995) Evidently, the scale of operations of Thomas Cook AG in his respective market, has allowed him to realize economy of scale, affording a strong advantage over competition and in turn benefiting his clients. Because of the large volume of business provided to many resorts by Cook, he currently have excellent buying power, enabling him to negotiate the best possible airfare, hotel rates and transfer rates, which are translated into attractive selling prices, better rooms and overall greater value for his clients. Numerically, Cook has realized triumphs and broken records in his area. In 1993, Thomas Cook AG excels, as it achieved sales of some eight billion Euros and served more that 13 million customers in the 2001-2002 financial year alone. (Ioannides and Debbage, 1997)In appreciation of his expertise and as an acknowledgement of his proficiency in his operations, Thomas Cook AG has both received numerous awards and tributes over the years for a variety of enterprises. For example, th e Mexican government awarded the Best Tour Operator Worldwide Award in 1998. Thomas Cook AG is nominated every year in several categories in the World Travel Awards, as well as having its various subsidiaries and companies receive numerous awards worldwide. (Riege and Perry, 2000) STA Travel, a subsidiary of privately held Diethelm Keller Holding Ltd., markets itself as â€Å"the world’s largest student travel organization helping students travel in over 90 countries.† STA Travel specializes in student travel, a market niche accounting for approximately 20% of all travel bookings. In 2005 STA Travel reported revenues of 215 Million CHF (Swiss Francs) on total transactions of 1,542 CHF, down from 241 on 1539 the previous year. That same year, the firms 2,358 employees working from 375 travel agency offices in 17 countries and through franchises in 83 others, provided travel advice and booking services to approximately 6 million travelers. (Fick and Ritchie, 1991) Founded in 1979, STA Travel had grown and expanded its global reach through a series of mergers and acquisitions. While the brand well known in parts of Europe and Australia, where it had operated for many years, STA Travel’s US brand, born with the acquisition in 2003 of Council Travel, was still less well known. Historically, STA Travel reached its customers through retail travel agencies, many located near or on college campuses. Beginning in the 1990’s, however, the internet brought new online competitors. Among these were Student Universe and Student City as well as less focused on line providers of travel services including Travelocity and Expedia. By 2007 the internet was predicted to account for more bookings than offline alternatives. Aims and Objectives Following are the aims and objectives of this study: Introduction to Kuoni Holiday Company Introduction to Thomas Cook Holiday Company Introduction to STA Travel Holiday Company Marketing strategy of these companies Research Questions The study seeks to answer the following questions: â€Å"An investigation into the marketing strategy of three UK holiday companies who target the different sections of society with reference to their marketing strategy.† (Kuoni, Thomas Cook and STA Travel) Chapter 2: Literature Review Role of Tour Operators The role of tour operators unlike the travel agencies who sell holiday and a range of other travel products tour operators actually assemble the component parts of a holiday, package holidays i.e. the means of travel, accommodation, facilities, transfers, excursion and other services. The famous name which comes into my minds is Thomas Cook for their packages and services. (Field, 1999) If we consider that the travel agents are the retailer arm of the travel business, then the tour operators can be linked to wholesalers, since they buy in bulk from the providers of travel services, such as the hoteliers and airlines, break the bulk into manageable packages and offer the finished product the inclusive tour for sale to the travel agencies or direct to the consumer. (Kaynama and Black, 2000) Peace, safety, and security are the primary conditions for the normal tourism development of a destination, region, or country and thus are the basic determinants of its growth. Without them, destinations cannot successfully compete on the generating markets, even if they present in their marketing campaigns the most attractive and best quality natural and built attractions. Tourism contributes to peace as much as it benefits from it (Savignac 1994). According to Pizam (1999), every minute of every day a crime or a violent act occurs at a destination somewhere in the world. At the same time, it would be difficult to deny that many types of safety risks co-exist in everyones daily lives, and within tourism as well. However, an important difference exists: People are rarely in a position to change their place of living, but nothing can force them to spend a holiday in a place that they perceive as insecure. (Kaynama and Black, 2000)The basic requirement of contemporary demand is higher quality supply and services, and that quality has become the most important factor in the existing climate and development of that demand. But usually do not mention factors which are the condition sine qua non—peace, safety, and security, now generally taken for granted. Any threats to the safety of tourists causes a decrease or total absence of activity, not only in a particular destination, but also very often in neighbouring regions or countries as well. Consequently, since tourism is an important contributor to national economies, host countries will find it necessary to take substantial measures to bring the country hit by crisis back onto the market as quickly as possible. Taking the example of three companies discussed below we further try to explore their role and business strategy. (Medlik and Wang, 2002) Kuoni, Holiday Company Kuoni began looking farther afield in the 1960s. In 1963, the company made its first entry into the Asian markets with the opening of a branch office in Japan. (Medlik and Wang, 2002 )Two years later, Kuoni entered what was later to become one of its most important single markets when it acquired the United Kingdoms Challis Benson Ltd. The importance of the U.K. market to Kuoni was seen at the beginning of the 1970s when the company changed its nameand its U.K. operations nameto Kuoni Travel Ltd. (Buhalis, 1998) The companys listing on the Swiss stock exchange provided fuel for new growth, while opening up the companys shares to new partners, including SwissAir, which built up a 30 percent share in Kuoni. The public listing enabled the company to step up its international growth. After opening a subsidiary in Austria at the beginning of the decade, Kuoni now launched subsidiaries in Germany and Spain, both in 1973, and a subsidiary in Greece the following year. The year 1974 also saw Kuoni step up its position in the U.K. market, when it acquired Houlders World Holidays, based in England. (Buhalis, 1998) While building up its international network, Kuoni also was launching new products. In 1977, the company began marketing its first around-the-world tour. In the 1980s, Kuoni began to acquire properties in many of its most popular destinations, adding a number of hotels, including the Hawksbill Beach Hotel in Antigua in 1981 and the Discovery Bay Beach Hotel in Barbados, bought in 1984. In 1986, Kuoni became the first tour operator to offer around-the-world charter flights on the Concorde supersonic jet. (Morrison, 1996)Although this latter product catered to the companys strong high-end and high-margin clientele, Kuoni also launched a new brand name, Helvetica, to encompass its discount tour and travel operations. The worldwide travel industry remained highly fragmented in the 1990s, with numerous small-scale operators competing against a smaller number of quickly growing industry heavyweights. Kuoni, which had already captured the lead in the Swiss market, was determined to maintain a leadership position as the travel industry headed into a drawn-out consolidation drive leading up to the turn of the century. The company acquired Reiseburo NUR Neckermann in 1987, boosting its position in the Austrian market. Three years later, the company regrouped its Austrian activities, launching the NUR Neckermann Reisen AG joint venture with Germanys Neckermann Touristic. Kuonis part of the joint venture remained at 49 percent. (Morrison, 1996) Back home, the company continued to consolidate its dominance of the Swiss market, acquiring Privat Safaris, the countrys leading operator of tours to eastern Africa, and Reiseburo Popularis, which combined retail offices with direct sales operations marketing discount tour and travel packages. Yet Kuonis strong position in the Swiss market and its growing share internationally soon led it to become the target of a takeover attempt. The sale of SwissAirs 30 percent holding created the opening for Germanys Krauthof AG department store group to acquire a 50.1 percent majority of Kuoni in 1992. (Middleton, Clarke, 2001) Kuoni, through the Kuoni and Hugentobler Foundation, nonetheless retained majority control of the companys voting rightswhich provided the leverage to the resolution of the takeover attempt. In 1995, the Kuoni and Hugentobler Foundation bought out Krauthofs stake in the company. The company then changed its name to Kuoni Travel Holding, a move that also reflected a new diversification drive: in 1995 the company acquired Danzas Reisen AG, a Switzerland-based specialist in business travel services. The Danzas acquisition led Kuoni to create a dedicated business travel unit. The company also acquired retailer Kewi Reisen, while integrating its majority share of Railtour Suiss SA, acquired the year before. With its independence assured, Kuoni launched its own acquisition drive in the late 1990s. In 1996, Kuoni added Frances Voice SA, and Scanditours, focused on the Nordic region. (Middleton, Clarke, 2001)The company moved into The Netherlands with the acquisition of Special Traffic that same year. Kuoni also looked to the potentially huge market of India for the first time, acquiring SOTC Holiday Tours, which provided the basis for its Kuoni India Ltd. subsidiary. Two other acquisitions completed the companys busy years, those of Rotunda Tours, expanding Kuoni into South Africa, and CIS Intersport, a Swiss company catering to the growing demand for sports-oriented holiday packages. In 1996, also, the companys Edelweiss Air launched its charter flight operations. (Walle, 1996) Kuonis expansion campaign continued strongly through the end of the century, including the launch of the P O Travel Ltd. joint venture with Peninsular and Oriental Steam Navigation Company, based in Hong Kong, with offices in Bangkok and Singapore. The 1997 joint venture strengthened Kuonis position in the Asian market, which, despite the austere economic climate in the region at the end of the decade, promised to become one of the worlds stronger holiday markets. Closer to home, Kuoni continued lining up acquisitions, especially Voyages Jules Verne, a U.K. upscale tour operator, and Switzerlands Manta Reisen, which specialized in scuba and other deep-sea holidays. The company also acquired German business travel specialist Euro Lloyd Reisenburo, which it combined with its other German operations into the new subsidiary BTI Euro Lloyd, one of that markets top five business travel companies. Also in 1998, Kuoni launched a joint venture with Italys Gastaldi Tours. The next year Kuoni face a major setback. At the beginning of 1999, the company announced its agreement to merge with the United Kingdoms number three travel operator, First Choice Holidays. The merger, agreed to by both sides, was thwarted by a surprise takeover attempt from rival U.K. operator Airtours Plc, which offered a higher per-share price. When the majority of First Choices shareholders chose to back the Airtours offerwhich itself was blocked by the European monopolies commissionKuoni pulled out of the merger talks. The First Choice merger might have allowed Kuoni to become not only a major player in the U.K. travel market but to boost its position to the top ranks in all of Europe. After the collapse of the merger, however, Kuoni redirected its strategy to other markets. Three markets in particular were to receive its attention: the United States, Scandinavia, and India. In 1999, Kuoni acquired upscale travel company Intrav, based in St. Louis, Missouri; the Intrav acquisition, which cost Kuoni $115 million, gave it a strong opening into the booming U.S. market for luxury vacations. The following year, the company acquired T Pro, an incoming services specialist based in New York and the number three incoming services provider to the U.S. market. The year 2000 saw Kuoni not only strengthen its hold on the Swiss travel markettaking a 49 percent share in ITV, Switzerlands third largest tour group and subsidiary of Germanys Preussagbut also expand its presence in its new target markets of Scandinavia and India. The first was served by the acquisition of 49 percent of Apollo Resor, based in Stockholm, Sweden, and then boosted by the acquisition of Denmarks Dane Tours. In March 2001, the company announced its decision to restructure most of its Scandinavian holdings into a single subsidiary. Thomas Cook Holiday Company Thomascook.com has pledged to bring in a quarter of sales through its website in 2006 and appointed a new digital agency to plan and buy all online media.The move will include an increase in online advertising spend of around 50% and will see an integration between traditional campaigns in print and outdoor with online marketing. Harvest Digital will take on all online media planning and buying through existing travel portals, plus drive a new strategy with the likes of Metro.co.uk, GM.TV and the Lonely Planet websites.Head of online marketing at Thomas Cook, Manuel Mascarenhas, said: â€Å"We selected Harvest Digital because they have delivered on an imaginative plan, using competitions, contextual advertising and sponsorships against tight CPA targets. They have a core audience of repeat bookers and want to ensure we continue to acquire new customers online. The new marketing strategy will target what has been labelled the lucrative and web-savvy audience of 35 to 45 year olds that several holidays a year, including packages, flights, ski holidays and cruises. Harvest Digital partner Emma Wilson added that Thomas Cook is the oldest name in travel but has a very contemporary approach within its sales channels. Also Thomas Cook Signature has won the award for Best Long Haul Operator at last years British Travel Awards, receiving 31% of the vote, while in 2002 Thomas Cook India Ltd has been awarded the Institute of Directors prestigious Golden Peacock National Award for excellence in corporate governance, awarded for transparency, excellence in conducting business at various levels of management, social and environmental responsibility, ethical business practice and consistent creation of value for all the stake holders. Thomas Cook Group has acquired Elegant Resorts, the Chester-based luxury travel firm with 160 staff and gross assets of  £22m. Thomas Cook acquired Hotels4U.com from Centurion Holiday Group for an initial  £22m. This company closed 150 travel shops and six offices throughout the country with the loss of up to 2,800 jobs, affecting sites in Rochdale, Manchester, Rawtenstall and Denton; not only this but Thomas Cook based 40 head office jobs in London following its merger with Mytravel, but this is not expected to affect the jobs at its existing headquarters in Peterborough. Apart from this, Thomas Cook of Peterborough merged with MyTravel of Rochdale to form a combined holidays business with more than 32,000 staff, Thomas Cook is to conduct a strategic review of its UK tour operating business, prompting speculation that it will seek buyers for Club 18-30, Style villa holidays, Neilson skiing and Sun World. Accenture has won a  £110m 10-year contract from Thomas Cook to set up an IT and finance service centre, which will involve the transfer of about 400 Thomas Cook staff. Thomas Cook has launched a branded digital TV channel, which features its full range of holidays and other travel products; also reduced costs in its European travel business by shedding 2,600 jobs, closing 100 shops and grounding four aircraft. Today, Thomas Cook is a leading travel company and one of the most widely recognised and respected brands in the world. Employing over 11,000 staff, Thomas Cook operates throughout a network of 616 locations in the UK and overseas. The company is wholly owned by Thomas Cook AG (formerly CN Touristic AG), which announced its acquisition of Thomas Cook in December 2004 and was granted EC approval in March 2005. (Marvell, 2005) Thomas Cook AG is now the second largest travel group in Europe and the third largest in the world. One reason for the companys longevity and continued success is its commitment to providing exceptional service. Thomas Cook once described himself as the willing and devoted servant of the travelling public. Today, 160 years after his pioneering excursion, these words remain a fitting epithet to the company he founded. (Bloch and Segev, 1997) Thomas Cook, a major UK Tour Operator, has signed an agreement to pilot AXS-Ones new AXSPoint(R) electronic invoice delivery service to travel agents. The new AXSPoint service, which has been approved by the Civil Aviation Authority (CAA), a UK regulatory body for use by tour operators holding an Air Travel Organisers Licence (ATOL), will eliminate the need for tour operators to issue hard copy invoices to travel agents, thereby providing tour operators such as Thomas Cook Holidays with potential savings of up to 80 percent on their annual invoice distribution costs. For travel agents involved in the Pilot program, invoices will now arrive electronically on the same day as dispatch. The AXSPoint service will offer travel agents the ability to automatically match and reconcile invoices to bookings, thereby reducing administration costs and allowing quicker turn-around of invoices to the agents customer. (Richer and James, 1998) The AXSPoint service will significantly enhance the service we provide to our travel agent customers and the service they provide their customers in turn, commented Manny Fontenla Novoa, Chief Executive Officer, Thomas Cook (UK). The speed and efficiency of electronic distribution will reduce our costs considerably while benefiting agents and customers alike. Commenting on the development, Mark Donkersley, Managing Director, AXS-One UK, said: While Thomas Cook is the first tour operator to pilot this system, we are receiving strong interest from other tour operators and travel agents. The issuing of paper invoices has been expensive to tour operators and agents alike in terms of money, time and customer service. Today, this activity costs the regulated tour industry over $25 million per year and we are currently working with the leaders of this sector to bring them on board our system. By providing these services electronically, and securely, we save them a considerable amount of money, while at the same time adding value to each part of the distribution chain and generating recurring revenue streams for AXS-One. (Richer and James, 1998) Superficially, the differences between Thomas Cook AG and other agencies are evident, as one is a national tour operator, while the others are global travel conglomerates. Nevertheless, if we examine deeper below the surface and truly analyze other companies, we can appreciate the great difference between Cook and others’ services. All the agencies have become trusted and highly respected in their markets, as well as being among the best-known names in them, but Cook’s services is most appreciated by his customers. This is the reasons his company is the most preferred one. Thus, we can infer that Cook has the same presence and effect in his comparative market, it being tour operation in the U.S. for other companies and the world for Thomas Cook AG. (Trochim, 2001) STA Travel Company To be responsive to their globally dispersed and culturally diverse customer base STA Travel sought to â€Å"delegate as much autonomy, responsibility and authority as close to the action as possible,† while using a single integrated information system â€Å"to provide global support and solutions when that can improve their experience.† They described this philosophy, ‘as local as possible, as global as necessary’. An evolving business strategy called One Company sought to â€Å"align business operations with customer needs across the world†. Global teams were charged with developing and delivering â€Å"a single supplier strategy, one service standard, one set of operating standards and guidelines for management of our corporate identity†. To support that model the company was providing BLUEe, â€Å"a single sales and booking system to every STA Travel point of purchase backed by a single network, infrastructure, finance, and reporting syst em.† (Trochim, 2001) To ensure they remained â€Å"as local as possible,† each major country maintained its own sales and marketing arms. While most country’s home web page was consistent in look and feel, country marketers were each free to design their marketing campaigns including methods to harness the internet. The US office, for instance had run a successful viral marketing campaign called â€Å"body shots,† intended to promote spring break in the U.S. They had also initiated advertising on Facebook and Myspace, two sites popular with the demographics desirable by the firm. The STA Travel U.S. website, itself was a popular destination, registering some 600,000 unique visitors each month. Over 400,000 customers and prospective customers also contact the U.S. Division each month by email. The STA Travel’s North American division’s had initiated development of STATRAVEL193.COM, a highly interactive web site featuring video reports from STA customers about travel destinations. (Gall Borg, 2003)They had also been the first division to explore the possibilities of Second Life as a marketing tool. The idea had received a welcome endorsement, and a matching investment, from STA Travels headquarters in the U.K. Craig Hepburn, STA Travels Global Webmaster, was responsible for the content management system that fed the various country websites and that was being rolled out throughout the world. His team had also supported development of personalized travel blogs, that allowed STA Travel customers to document their travel. Hepburn was enthusiastic about SL as a marketing channel, but knew it would be met with resistance by the marketing departments in other countries. The initial strategy STA Travel had conceived for their web presence had two prongs. The first element was to create several destination islands to attract prospective travelers. For instance, one idea was to create an island featuring the great wall of China. The second element of the plan was to hold a machinima competition among current Second Life residents. Machinima, a style of movie making, uses avatars as members of the cast; the movie is then filmed in the context of a virtual wor Analysis of Holiday Tour Operators Analysis of Holiday Tour Operators Chapter 1: Introduction Outline This research focuses on three UK holiday companies Kuoni, Thomas Cook and STA Travel and their marketing strategies. This research is comprised of following chapters: Rationale This study highlights many issues related to marketing of tourism companies; more specifically it will be looking at the three companies mentioned above and will be giving a broad analysis to marketing strategy as a marketing tool. The purpose of this dissertation is to conduct a detailed analysis on three different UK holiday companies which are Kuoni, Thomas Cook and STA Travel, who target different segments of the market. I believe that this investigation will broaden my understanding of the tourism marketing as well as the techniques and strategies that they use as a key factor to their success. (Morgan, 2001)Overall I believe that it is an interesting area to study because I can use and demonstrate while conducting this investigation the skills and knowledge that I had obtained while studying my degree. In addition, I have chosen to carry out my dissertation on the following three companies, because I believe that they differ in their market segmentation, however they have a common goal and they are competitors. I would like to introduce the companies that I will be focusing on and provide some brief introduction for each of them. But first of all let us talk about the role of tour operators. (Wang, 2002) Tour operators today play a very important role in creating the images of destinations. In this global capacity, they can significantly influence international tourism flows towards a country hit by safety and security risks. Even decisions of individual tourists on where to spend a holiday very often depend on the attitude and practice of tour operators towards a particular destination. But people have their own choices and preferences. In this paper we are going to analyse Kuoni, Thomas Cook and STA Travel tourism and travelling services as this is one of the best tour operator agencies world wide and the first choice of tourists. (Buhalis, 2001) From 1950 to 1998 the number of international tourist arrivals in the world increased from 25 million to 635 million (WTO 1999b), with an average annual increase of 6.97%. Over the past 15 years, international tourism receipts have grown 1.5 times faster than world GDP, with no signs of slowing down. In 1998 international tourism accounted for an estimated 8% of the worlds total earnings and 37% of exports in the service sector (WTO 1999a). According to data from the International Monetary Fund, in 1998 international tourism receipts and passenger transport amounted to more than $504 billion, putting it ahead of all other categories of international trade (automotive products, chemicals, food, petroleum and other fuels, computer and office equipment, textiles and clothing, mining products, etc.). (Driver, 1999) This rapid development of international tourism can partly be explained by the xxpackage holidays promoted nationally and internationally. Indeed, tour operators represent one of the most powerful and most influential entities in the tourism industry. They have a strong influence on international flows from main generating markets to various destinations. According to World Tourism Organization estimates, tour operators nowadays have a share of about 25% in the total international tourism market. This means that in 2000 tour operators organized at least 175 million international tourism trips. Therefore, the success of many destinations depends on whether foreign tour operators include them in their programs. (Buhalis, 1998) Travel Industry As the travel industry consists of numerous sectors and divisions, companies within the industry vary greatly in their activities and the segments of the market they are involved in. Three of them Kuoni, Thomas Cook and STA Travel leaders in their respective field and I would like to commence with Kuoni in the following segment. (Riege, 2000) Introduction to Kuoni, Thomas Cook and STA Travel Companies Kuoni Travel Holding Ltd. oversees one of Europes top five travel and tour groups. Based in Zurich, Switzerland, the company is particularly strong in both its domestic and U.K. markets, but is also present throughout Europe, especially in Scandinavia, with a rising presence in the United States and Asian markets. Kuoni Travel operates in three primary areas of business: Leisure Travel, which accounts for more than 85 percent of the companys sales; Business Travel, through its BTI unit, which handles travel coordination activities for the small and mid-sized and large-scale corporation markets; and Incoming Services, which provides travel destination services, such as touring and sightseeing packages. (Morrison, 1994)The company markets it high-end tours and travel packages under the Kuoni name. Discount travel packages are offered under the Helvetica brand name. Switzerland remains the companys single largest market, representing slightly less than one-third of its total sales. The U.K. and North American markets together provide less than one-third of sales. The European continent, including Scandinavia, added another roughly 30 percent to Kuonis total sales, which topped SFr 4 billion in 1996. (Schonland and Williams, 1996) Kuoni has been stepping up the pace of its acquisitions at the turn of the century. After being disapponited in its attempt to merge with the United Kingdoms First Choice Holidays Plc, which would have helped the company create a counterweight to Europes market-leading Preussag-Thomson alliance announced in early 1999, Kuoni has changed direction, targeting the Scandinavian, Indian, and North American markets for its future growth. (Weber and Roehl, 1999)Listed on the Swiss stock exchange, Kuoni is led by Chairman Daniel Affolter and President and CEO Hans Lerch. (Bonn and Furr, 1999) A native of Chur, Switzerland, Alfred Kuoni moved to Zurich to open a travel agency in 1906. If the companys nameTravel Bureauwas not all that original, Kuoni quickly established itself as a pioneer in exotic travel destinations. One of the companys first organized tour packages took Swiss citizens on a guided tour to far-off Egypt. (Hu, 1996) In 1925, Kuoni reincorporated as a joint-stock company, with shares remaining within the Kuoni family. Through the years leading up to World War II, Kuoni expanded from its original location to include a number of sales offices throughout Switzerland. Despite its success in its home market, the company recognized early on that Switzerland was too small for its growing ambitions. The company also opened its first international office, in Nice, in the south of France. Further international moves were not realised due to the buildup to and outbreak of World War II. (Baker and Hozier, 1994) Kuonis international expansion began almost immediately after the end of the war. In 1948, the company opened its first international subsidiaries, in Italy and France. Kuoni also continued to venture to new and exotic travel destinations, such as the organization of the first charter flights to Africa. (Pizam and Mansfeld, 1999)In 1957, the Kuoni family established the Kuoni and Hugentobler Foundation under which to group their holding; much later, with Kuonis public listing, the foundation would became the companys primary shareholder. (Dev and Olsen, 2000) Thomas Cook AG is an international leisure group, created in 2000 by CN Touristics purchase of Britains Thomas Cook Holdings Ltd., with roots tracing back to 1841. (Bitner and Booms, 1982 )The company is represented in the sales markets of Germany, Great Britain, Ireland, France, Belgium, Luxembourg, the Netherlands, Austria, Hungary, Poland, Slovakia, Slovenia, Egypt, India and Canada, providing products and services in most market segments, including airlines, hotels, tour operators, travel and incoming agencies. Thomas Cook AG is the third largest integrated tourism group in the world, serving some 14 million customers. Thomas Cook AG, encompasses 32 tour operators and around 3,600 travel agencies, selling the groups products worldwide, as well as a portfolio of 76,000 controlled hotel beds, a fleet of 87 aircraft and a workforce numbering some 28,000. Its services also include travel shops and charter airlines. (Koh, 1995) Evidently, the scale of operations of Thomas Cook AG in his respective market, has allowed him to realize economy of scale, affording a strong advantage over competition and in turn benefiting his clients. Because of the large volume of business provided to many resorts by Cook, he currently have excellent buying power, enabling him to negotiate the best possible airfare, hotel rates and transfer rates, which are translated into attractive selling prices, better rooms and overall greater value for his clients. Numerically, Cook has realized triumphs and broken records in his area. In 1993, Thomas Cook AG excels, as it achieved sales of some eight billion Euros and served more that 13 million customers in the 2001-2002 financial year alone. (Ioannides and Debbage, 1997)In appreciation of his expertise and as an acknowledgement of his proficiency in his operations, Thomas Cook AG has both received numerous awards and tributes over the years for a variety of enterprises. For example, th e Mexican government awarded the Best Tour Operator Worldwide Award in 1998. Thomas Cook AG is nominated every year in several categories in the World Travel Awards, as well as having its various subsidiaries and companies receive numerous awards worldwide. (Riege and Perry, 2000) STA Travel, a subsidiary of privately held Diethelm Keller Holding Ltd., markets itself as â€Å"the world’s largest student travel organization helping students travel in over 90 countries.† STA Travel specializes in student travel, a market niche accounting for approximately 20% of all travel bookings. In 2005 STA Travel reported revenues of 215 Million CHF (Swiss Francs) on total transactions of 1,542 CHF, down from 241 on 1539 the previous year. That same year, the firms 2,358 employees working from 375 travel agency offices in 17 countries and through franchises in 83 others, provided travel advice and booking services to approximately 6 million travelers. (Fick and Ritchie, 1991) Founded in 1979, STA Travel had grown and expanded its global reach through a series of mergers and acquisitions. While the brand well known in parts of Europe and Australia, where it had operated for many years, STA Travel’s US brand, born with the acquisition in 2003 of Council Travel, was still less well known. Historically, STA Travel reached its customers through retail travel agencies, many located near or on college campuses. Beginning in the 1990’s, however, the internet brought new online competitors. Among these were Student Universe and Student City as well as less focused on line providers of travel services including Travelocity and Expedia. By 2007 the internet was predicted to account for more bookings than offline alternatives. Aims and Objectives Following are the aims and objectives of this study: Introduction to Kuoni Holiday Company Introduction to Thomas Cook Holiday Company Introduction to STA Travel Holiday Company Marketing strategy of these companies Research Questions The study seeks to answer the following questions: â€Å"An investigation into the marketing strategy of three UK holiday companies who target the different sections of society with reference to their marketing strategy.† (Kuoni, Thomas Cook and STA Travel) Chapter 2: Literature Review Role of Tour Operators The role of tour operators unlike the travel agencies who sell holiday and a range of other travel products tour operators actually assemble the component parts of a holiday, package holidays i.e. the means of travel, accommodation, facilities, transfers, excursion and other services. The famous name which comes into my minds is Thomas Cook for their packages and services. (Field, 1999) If we consider that the travel agents are the retailer arm of the travel business, then the tour operators can be linked to wholesalers, since they buy in bulk from the providers of travel services, such as the hoteliers and airlines, break the bulk into manageable packages and offer the finished product the inclusive tour for sale to the travel agencies or direct to the consumer. (Kaynama and Black, 2000) Peace, safety, and security are the primary conditions for the normal tourism development of a destination, region, or country and thus are the basic determinants of its growth. Without them, destinations cannot successfully compete on the generating markets, even if they present in their marketing campaigns the most attractive and best quality natural and built attractions. Tourism contributes to peace as much as it benefits from it (Savignac 1994). According to Pizam (1999), every minute of every day a crime or a violent act occurs at a destination somewhere in the world. At the same time, it would be difficult to deny that many types of safety risks co-exist in everyones daily lives, and within tourism as well. However, an important difference exists: People are rarely in a position to change their place of living, but nothing can force them to spend a holiday in a place that they perceive as insecure. (Kaynama and Black, 2000)The basic requirement of contemporary demand is higher quality supply and services, and that quality has become the most important factor in the existing climate and development of that demand. But usually do not mention factors which are the condition sine qua non—peace, safety, and security, now generally taken for granted. Any threats to the safety of tourists causes a decrease or total absence of activity, not only in a particular destination, but also very often in neighbouring regions or countries as well. Consequently, since tourism is an important contributor to national economies, host countries will find it necessary to take substantial measures to bring the country hit by crisis back onto the market as quickly as possible. Taking the example of three companies discussed below we further try to explore their role and business strategy. (Medlik and Wang, 2002) Kuoni, Holiday Company Kuoni began looking farther afield in the 1960s. In 1963, the company made its first entry into the Asian markets with the opening of a branch office in Japan. (Medlik and Wang, 2002 )Two years later, Kuoni entered what was later to become one of its most important single markets when it acquired the United Kingdoms Challis Benson Ltd. The importance of the U.K. market to Kuoni was seen at the beginning of the 1970s when the company changed its nameand its U.K. operations nameto Kuoni Travel Ltd. (Buhalis, 1998) The companys listing on the Swiss stock exchange provided fuel for new growth, while opening up the companys shares to new partners, including SwissAir, which built up a 30 percent share in Kuoni. The public listing enabled the company to step up its international growth. After opening a subsidiary in Austria at the beginning of the decade, Kuoni now launched subsidiaries in Germany and Spain, both in 1973, and a subsidiary in Greece the following year. The year 1974 also saw Kuoni step up its position in the U.K. market, when it acquired Houlders World Holidays, based in England. (Buhalis, 1998) While building up its international network, Kuoni also was launching new products. In 1977, the company began marketing its first around-the-world tour. In the 1980s, Kuoni began to acquire properties in many of its most popular destinations, adding a number of hotels, including the Hawksbill Beach Hotel in Antigua in 1981 and the Discovery Bay Beach Hotel in Barbados, bought in 1984. In 1986, Kuoni became the first tour operator to offer around-the-world charter flights on the Concorde supersonic jet. (Morrison, 1996)Although this latter product catered to the companys strong high-end and high-margin clientele, Kuoni also launched a new brand name, Helvetica, to encompass its discount tour and travel operations. The worldwide travel industry remained highly fragmented in the 1990s, with numerous small-scale operators competing against a smaller number of quickly growing industry heavyweights. Kuoni, which had already captured the lead in the Swiss market, was determined to maintain a leadership position as the travel industry headed into a drawn-out consolidation drive leading up to the turn of the century. The company acquired Reiseburo NUR Neckermann in 1987, boosting its position in the Austrian market. Three years later, the company regrouped its Austrian activities, launching the NUR Neckermann Reisen AG joint venture with Germanys Neckermann Touristic. Kuonis part of the joint venture remained at 49 percent. (Morrison, 1996) Back home, the company continued to consolidate its dominance of the Swiss market, acquiring Privat Safaris, the countrys leading operator of tours to eastern Africa, and Reiseburo Popularis, which combined retail offices with direct sales operations marketing discount tour and travel packages. Yet Kuonis strong position in the Swiss market and its growing share internationally soon led it to become the target of a takeover attempt. The sale of SwissAirs 30 percent holding created the opening for Germanys Krauthof AG department store group to acquire a 50.1 percent majority of Kuoni in 1992. (Middleton, Clarke, 2001) Kuoni, through the Kuoni and Hugentobler Foundation, nonetheless retained majority control of the companys voting rightswhich provided the leverage to the resolution of the takeover attempt. In 1995, the Kuoni and Hugentobler Foundation bought out Krauthofs stake in the company. The company then changed its name to Kuoni Travel Holding, a move that also reflected a new diversification drive: in 1995 the company acquired Danzas Reisen AG, a Switzerland-based specialist in business travel services. The Danzas acquisition led Kuoni to create a dedicated business travel unit. The company also acquired retailer Kewi Reisen, while integrating its majority share of Railtour Suiss SA, acquired the year before. With its independence assured, Kuoni launched its own acquisition drive in the late 1990s. In 1996, Kuoni added Frances Voice SA, and Scanditours, focused on the Nordic region. (Middleton, Clarke, 2001)The company moved into The Netherlands with the acquisition of Special Traffic that same year. Kuoni also looked to the potentially huge market of India for the first time, acquiring SOTC Holiday Tours, which provided the basis for its Kuoni India Ltd. subsidiary. Two other acquisitions completed the companys busy years, those of Rotunda Tours, expanding Kuoni into South Africa, and CIS Intersport, a Swiss company catering to the growing demand for sports-oriented holiday packages. In 1996, also, the companys Edelweiss Air launched its charter flight operations. (Walle, 1996) Kuonis expansion campaign continued strongly through the end of the century, including the launch of the P O Travel Ltd. joint venture with Peninsular and Oriental Steam Navigation Company, based in Hong Kong, with offices in Bangkok and Singapore. The 1997 joint venture strengthened Kuonis position in the Asian market, which, despite the austere economic climate in the region at the end of the decade, promised to become one of the worlds stronger holiday markets. Closer to home, Kuoni continued lining up acquisitions, especially Voyages Jules Verne, a U.K. upscale tour operator, and Switzerlands Manta Reisen, which specialized in scuba and other deep-sea holidays. The company also acquired German business travel specialist Euro Lloyd Reisenburo, which it combined with its other German operations into the new subsidiary BTI Euro Lloyd, one of that markets top five business travel companies. Also in 1998, Kuoni launched a joint venture with Italys Gastaldi Tours. The next year Kuoni face a major setback. At the beginning of 1999, the company announced its agreement to merge with the United Kingdoms number three travel operator, First Choice Holidays. The merger, agreed to by both sides, was thwarted by a surprise takeover attempt from rival U.K. operator Airtours Plc, which offered a higher per-share price. When the majority of First Choices shareholders chose to back the Airtours offerwhich itself was blocked by the European monopolies commissionKuoni pulled out of the merger talks. The First Choice merger might have allowed Kuoni to become not only a major player in the U.K. travel market but to boost its position to the top ranks in all of Europe. After the collapse of the merger, however, Kuoni redirected its strategy to other markets. Three markets in particular were to receive its attention: the United States, Scandinavia, and India. In 1999, Kuoni acquired upscale travel company Intrav, based in St. Louis, Missouri; the Intrav acquisition, which cost Kuoni $115 million, gave it a strong opening into the booming U.S. market for luxury vacations. The following year, the company acquired T Pro, an incoming services specialist based in New York and the number three incoming services provider to the U.S. market. The year 2000 saw Kuoni not only strengthen its hold on the Swiss travel markettaking a 49 percent share in ITV, Switzerlands third largest tour group and subsidiary of Germanys Preussagbut also expand its presence in its new target markets of Scandinavia and India. The first was served by the acquisition of 49 percent of Apollo Resor, based in Stockholm, Sweden, and then boosted by the acquisition of Denmarks Dane Tours. In March 2001, the company announced its decision to restructure most of its Scandinavian holdings into a single subsidiary. Thomas Cook Holiday Company Thomascook.com has pledged to bring in a quarter of sales through its website in 2006 and appointed a new digital agency to plan and buy all online media.The move will include an increase in online advertising spend of around 50% and will see an integration between traditional campaigns in print and outdoor with online marketing. Harvest Digital will take on all online media planning and buying through existing travel portals, plus drive a new strategy with the likes of Metro.co.uk, GM.TV and the Lonely Planet websites.Head of online marketing at Thomas Cook, Manuel Mascarenhas, said: â€Å"We selected Harvest Digital because they have delivered on an imaginative plan, using competitions, contextual advertising and sponsorships against tight CPA targets. They have a core audience of repeat bookers and want to ensure we continue to acquire new customers online. The new marketing strategy will target what has been labelled the lucrative and web-savvy audience of 35 to 45 year olds that several holidays a year, including packages, flights, ski holidays and cruises. Harvest Digital partner Emma Wilson added that Thomas Cook is the oldest name in travel but has a very contemporary approach within its sales channels. Also Thomas Cook Signature has won the award for Best Long Haul Operator at last years British Travel Awards, receiving 31% of the vote, while in 2002 Thomas Cook India Ltd has been awarded the Institute of Directors prestigious Golden Peacock National Award for excellence in corporate governance, awarded for transparency, excellence in conducting business at various levels of management, social and environmental responsibility, ethical business practice and consistent creation of value for all the stake holders. Thomas Cook Group has acquired Elegant Resorts, the Chester-based luxury travel firm with 160 staff and gross assets of  £22m. Thomas Cook acquired Hotels4U.com from Centurion Holiday Group for an initial  £22m. This company closed 150 travel shops and six offices throughout the country with the loss of up to 2,800 jobs, affecting sites in Rochdale, Manchester, Rawtenstall and Denton; not only this but Thomas Cook based 40 head office jobs in London following its merger with Mytravel, but this is not expected to affect the jobs at its existing headquarters in Peterborough. Apart from this, Thomas Cook of Peterborough merged with MyTravel of Rochdale to form a combined holidays business with more than 32,000 staff, Thomas Cook is to conduct a strategic review of its UK tour operating business, prompting speculation that it will seek buyers for Club 18-30, Style villa holidays, Neilson skiing and Sun World. Accenture has won a  £110m 10-year contract from Thomas Cook to set up an IT and finance service centre, which will involve the transfer of about 400 Thomas Cook staff. Thomas Cook has launched a branded digital TV channel, which features its full range of holidays and other travel products; also reduced costs in its European travel business by shedding 2,600 jobs, closing 100 shops and grounding four aircraft. Today, Thomas Cook is a leading travel company and one of the most widely recognised and respected brands in the world. Employing over 11,000 staff, Thomas Cook operates throughout a network of 616 locations in the UK and overseas. The company is wholly owned by Thomas Cook AG (formerly CN Touristic AG), which announced its acquisition of Thomas Cook in December 2004 and was granted EC approval in March 2005. (Marvell, 2005) Thomas Cook AG is now the second largest travel group in Europe and the third largest in the world. One reason for the companys longevity and continued success is its commitment to providing exceptional service. Thomas Cook once described himself as the willing and devoted servant of the travelling public. Today, 160 years after his pioneering excursion, these words remain a fitting epithet to the company he founded. (Bloch and Segev, 1997) Thomas Cook, a major UK Tour Operator, has signed an agreement to pilot AXS-Ones new AXSPoint(R) electronic invoice delivery service to travel agents. The new AXSPoint service, which has been approved by the Civil Aviation Authority (CAA), a UK regulatory body for use by tour operators holding an Air Travel Organisers Licence (ATOL), will eliminate the need for tour operators to issue hard copy invoices to travel agents, thereby providing tour operators such as Thomas Cook Holidays with potential savings of up to 80 percent on their annual invoice distribution costs. For travel agents involved in the Pilot program, invoices will now arrive electronically on the same day as dispatch. The AXSPoint service will offer travel agents the ability to automatically match and reconcile invoices to bookings, thereby reducing administration costs and allowing quicker turn-around of invoices to the agents customer. (Richer and James, 1998) The AXSPoint service will significantly enhance the service we provide to our travel agent customers and the service they provide their customers in turn, commented Manny Fontenla Novoa, Chief Executive Officer, Thomas Cook (UK). The speed and efficiency of electronic distribution will reduce our costs considerably while benefiting agents and customers alike. Commenting on the development, Mark Donkersley, Managing Director, AXS-One UK, said: While Thomas Cook is the first tour operator to pilot this system, we are receiving strong interest from other tour operators and travel agents. The issuing of paper invoices has been expensive to tour operators and agents alike in terms of money, time and customer service. Today, this activity costs the regulated tour industry over $25 million per year and we are currently working with the leaders of this sector to bring them on board our system. By providing these services electronically, and securely, we save them a considerable amount of money, while at the same time adding value to each part of the distribution chain and generating recurring revenue streams for AXS-One. (Richer and James, 1998) Superficially, the differences between Thomas Cook AG and other agencies are evident, as one is a national tour operator, while the others are global travel conglomerates. Nevertheless, if we examine deeper below the surface and truly analyze other companies, we can appreciate the great difference between Cook and others’ services. All the agencies have become trusted and highly respected in their markets, as well as being among the best-known names in them, but Cook’s services is most appreciated by his customers. This is the reasons his company is the most preferred one. Thus, we can infer that Cook has the same presence and effect in his comparative market, it being tour operation in the U.S. for other companies and the world for Thomas Cook AG. (Trochim, 2001) STA Travel Company To be responsive to their globally dispersed and culturally diverse customer base STA Travel sought to â€Å"delegate as much autonomy, responsibility and authority as close to the action as possible,† while using a single integrated information system â€Å"to provide global support and solutions when that can improve their experience.† They described this philosophy, ‘as local as possible, as global as necessary’. An evolving business strategy called One Company sought to â€Å"align business operations with customer needs across the world†. Global teams were charged with developing and delivering â€Å"a single supplier strategy, one service standard, one set of operating standards and guidelines for management of our corporate identity†. To support that model the company was providing BLUEe, â€Å"a single sales and booking system to every STA Travel point of purchase backed by a single network, infrastructure, finance, and reporting syst em.† (Trochim, 2001) To ensure they remained â€Å"as local as possible,† each major country maintained its own sales and marketing arms. While most country’s home web page was consistent in look and feel, country marketers were each free to design their marketing campaigns including methods to harness the internet. The US office, for instance had run a successful viral marketing campaign called â€Å"body shots,† intended to promote spring break in the U.S. They had also initiated advertising on Facebook and Myspace, two sites popular with the demographics desirable by the firm. The STA Travel U.S. website, itself was a popular destination, registering some 600,000 unique visitors each month. Over 400,000 customers and prospective customers also contact the U.S. Division each month by email. The STA Travel’s North American division’s had initiated development of STATRAVEL193.COM, a highly interactive web site featuring video reports from STA customers about travel destinations. (Gall Borg, 2003)They had also been the first division to explore the possibilities of Second Life as a marketing tool. The idea had received a welcome endorsement, and a matching investment, from STA Travels headquarters in the U.K. Craig Hepburn, STA Travels Global Webmaster, was responsible for the content management system that fed the various country websites and that was being rolled out throughout the world. His team had also supported development of personalized travel blogs, that allowed STA Travel customers to document their travel. Hepburn was enthusiastic about SL as a marketing channel, but knew it would be met with resistance by the marketing departments in other countries. The initial strategy STA Travel had conceived for their web presence had two prongs. The first element was to create several destination islands to attract prospective travelers. For instance, one idea was to create an island featuring the great wall of China. The second element of the plan was to hold a machinima competition among current Second Life residents. Machinima, a style of movie making, uses avatars as members of the cast; the movie is then filmed in the context of a virtual wor