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

Baddeley and Hitch’s Working Memory Model Essay -- Neurology Memory

This essay addresses the working memory model which was proposed by Baddeley and Hitch (1974 in Smith & Kosslyn, 2007) as a response to Atkinson and Shiffrins (1968 in Smith, 2007) multi-store model. According to Baddely and Hitch the multi-store model failed to explain most of the complexities of the human memory and viewed it as being too simplistic. They argued that the short term memory store must have more components rather it being a single inflexible store as suggested previously by Atkinson and Shiffrin (1968). The working memory model is therefore an enhancement of the multi store model. According to Baddeley and Hitch working memory is a limited- capacity system that stores and processes information. According to Baddeley and Hitch (1974) what constitutes as working memory can be divided into four distinct components which contribute to the processes of memory. They are the phonological loop, the visual spatial sketchpad, the episodic buffer and the central executive (in Passer, Smith, Holt, Bremner, Vliek, 2009). The primary role of the phonological loop is to store mental representations of auditory information (in Passer, 2009). It has limited capacity and holds information in a speech based form. It is further subdivided into two more components; the articulatory rehearsal system which has a limited capacity of 2 seconds and rehearses information verbally and is linked to speech production and the phonological store which temporarily holds speech based information (in Smith, 2007) Evidence for the existence of the phonological loop comes from Baddeley (1966 in Passer, 2009) They examined the word length effect in which they presented participants with visual presentations of word lists and asked them to write t... ...however issues such as reliability, validity and bias occur when studying brain damaged patients therefore is not always a valid way of studying working memory (in Smith, 2007). In conclusion, Baddeley and Hitch (1974) developed the working memory in response to the multi store model and introduced four mechanisms involved; the phonological loop, visual-spaital sketchpad, episodic buffer and the central executive. The four components are also largely supported by a good wealth of evidence (in Smith, 2007). References Parkin, A. J., (1993). Memory Phenomena , experiment and theory. Blackwell. USA. Passer, M., Smith, R., Holt, N., Bremner, A., Sutherland, E., & Vliek, M. (2009). Psychology; Science of Mind and Behaviour. (European Edition). New York. Smith, E.E., and Kosslyn, S.M. (2007). Cognitive Psychology, Mind and Brain. Massachusetts, US:Pearson Baddeley and Hitch’s Working Memory Model Essay -- Neurology Memory This essay addresses the working memory model which was proposed by Baddeley and Hitch (1974 in Smith & Kosslyn, 2007) as a response to Atkinson and Shiffrins (1968 in Smith, 2007) multi-store model. According to Baddely and Hitch the multi-store model failed to explain most of the complexities of the human memory and viewed it as being too simplistic. They argued that the short term memory store must have more components rather it being a single inflexible store as suggested previously by Atkinson and Shiffrin (1968). The working memory model is therefore an enhancement of the multi store model. According to Baddeley and Hitch working memory is a limited- capacity system that stores and processes information. According to Baddeley and Hitch (1974) what constitutes as working memory can be divided into four distinct components which contribute to the processes of memory. They are the phonological loop, the visual spatial sketchpad, the episodic buffer and the central executive (in Passer, Smith, Holt, Bremner, Vliek, 2009). The primary role of the phonological loop is to store mental representations of auditory information (in Passer, 2009). It has limited capacity and holds information in a speech based form. It is further subdivided into two more components; the articulatory rehearsal system which has a limited capacity of 2 seconds and rehearses information verbally and is linked to speech production and the phonological store which temporarily holds speech based information (in Smith, 2007) Evidence for the existence of the phonological loop comes from Baddeley (1966 in Passer, 2009) They examined the word length effect in which they presented participants with visual presentations of word lists and asked them to write t... ...however issues such as reliability, validity and bias occur when studying brain damaged patients therefore is not always a valid way of studying working memory (in Smith, 2007). In conclusion, Baddeley and Hitch (1974) developed the working memory in response to the multi store model and introduced four mechanisms involved; the phonological loop, visual-spaital sketchpad, episodic buffer and the central executive. The four components are also largely supported by a good wealth of evidence (in Smith, 2007). References Parkin, A. J., (1993). Memory Phenomena , experiment and theory. Blackwell. USA. Passer, M., Smith, R., Holt, N., Bremner, A., Sutherland, E., & Vliek, M. (2009). Psychology; Science of Mind and Behaviour. (European Edition). New York. Smith, E.E., and Kosslyn, S.M. (2007). Cognitive Psychology, Mind and Brain. Massachusetts, US:Pearson

The Battle of Tours, the Battle of Syllaeum and the Second Arab Siege of Constantinople

The Battle of Tours, the Battle of Syllaeum and the Second Arab Siege of Constantinople were important battles that averted the entry of Islam into Europe. Had these hostilities been lost to the Arabs, the present idea of European civilization would not exist. Islam and Islamic culture would be the dominant religion and way of life in Europe (both Eastern and Western Europe) and America. The Battle of Tours (also known as the Battle of Poitiers) is considered as one of the most decisive battles in history.On October 10, 732, the Frankish army under Charles Martel defeated the forces of Spanish governor Abd-er Rahman outside the city of Tours (Koeller, n. pag. ). The Battle of Tours was said to have retained Christian predominance over Western Europe by preventing the expansion of Islam in the said region (Culp, n. pag. ). By the 7th century, Islam was the most dominant religion in the Arabian Peninsula. During this period, Islamic armies had already conquered Persia, Syria, Egypt and North Africa and were about to occupy Constantinople and Spain.At the beginning of the 8th century, they had scaled the Pyrenees Mountains and were on the verge of entering France (Whittington, n. pag. ). The Septimania region of Southern France fell to the Moors in 719. Under the leadership of Al-Samh ibn Malik, they invaded the town of Toulouse in the Duchy of Aquitaine two years later. However, Al-Samh was defeated by Duke Odo of Aquitaine and eventually died of war injuries at Narbonne (Whittington, n. pag. ). Al-Samh's loss and demise did not stop Arab raids in France.Islamic forces reached the town of Atun in Burgundy in 725, forcing Duke Odo to align himself with Catalonian Emir Uthman ibn Naissa to maintain peace in the southern border of Aquitaine. But Uthman staged an unsucessful revolt against Al-Andalus governor Abd er Rahman, prompting the latter to go after Duke Odo in retalliation (Whittington, n. pag. ). Abd-er Rahman defeated Duke Odo at the Battle of Bordeaux, res ulting in the mass killing of Christians in the area. Desperate, Duke Odo sought the help of Austrasian Mayor-of-the-Palace Charles Martel. Martel agreed to help him, provided that he will bow down to Frankish rule (Whittington, n.pag. ). Martel and his army waited for Rahman's forces to arrive at Tours (Whittington, n. pag. ). Despite being composed of only 30,000 men, the Franks were well-armed – they had swords, axes, javelins and a small throwing ax called the fran-cisca (Wallechinsky & Wallace, n. pag. ). In addition, they knew the terrain very well and were properly outfitted for the bitterly cold weather. On the other hand, Rahman's 80,000-strong army were equipped with just light cavalry – spears and swords (Whittington, n. pag. ). The two forces only had minor encounters for seven days (Whittington, n. pag. ).Then, on October 10, 732, the Arabs assaulted the Franks. Due to their superior artillery, the Franks easily fended off the Arabs' charge. The Arabs trie d to attack repeatedly, to no avail (Wallechinsky & Wallace, n. pag. ). The Franks struck back as soon as the Arabs' stamina waned. They triumphantly defeated the Arabs and had Rahman captured and killed. The next morning, the Franks discovered that the Arabs had fled, leaving behind their plunder and their dead (Wallechinsky & Wallace, n. pag. ). Martel's victory in the Battle of Tours gained him the title â€Å"The Hammer. † In addition, France never experienced another Arab invasion.On the side of the Arabs, their defeat in the Battle of Tours severely destroyed their unity – a revolt by the Berbers (inhabitants of North Africa) ensued after Rahman's passing (Wallechinsky & Wallace, n. pag. ). Martel went on to crush Arab conquests at the River Berre and Narbonne. He also fought in Frankish expansion wars in Bavaria, Aquitaine, Provence and Alemannia. Martel's sons Carloman, Pippin the Younger and Grifo took over his territories after his death in 741. Pippin became the king of the Franks, while his son, Charlemagne, became the first emperor of the Holy Roman Empire.However, it must be noted that two more generations passed before the Franks finally suceeded in driving the Muslims back beyond the Pyrenees for good (Whittington, n. pag. ). Historians often claimed that Europe never faced another Islamic threat after the Battle of Tours (Whittington, n. pag. ). This is true to a certain extent – the next Islamic threat that Europe faced after the Battle of Tours was the emergence of the Ottoman Empire (1299-1923). Furthermore, the Christians regained Spain from the Moors after the fall of Granada in 1492 (Whittington, n.pag. ). But the Byzantine empire (667 BC-1453) was also crucial for the presevation of Christian ascendancy throughout Europe. The Battle of Syllaeum (677) and the Second Arab Siege of Constantinople (717-718) were two important wars that averted the spread of Islam in Eastern Europe (Reference, n. pag. ). The Arab fleet a nd the Byzantine navy were constantly in battle with each other since 672 (Reference, n. pag. ). In 677, the Arabs attacked areas along the coast of Anatolia and the Sea of Marmara, as well as Constantinople and Anatolia itself.The Byzantine army found themselves fighting two different battles, as the Slavs were staging an assault of Thessalonica by land (Reference, n. pag. ). Byzantine forces under Emperor Constantine IV met the Arabs near Syllaeum (Reference, n. pag. ). They defeated the latter through Greek fire, a â€Å"burning-liquid weapon†¦that could continue burning even on water† (Reference, n. pag. ). As the Arabs were retreating, a storm sank almost all of their remaining ships. The Byzantine army then proceeded to conduct a land assault on the Arabs, finally defeating them in Syria.The Battle of Syllaeum was believed to have brought peace over Eastern Europe for almost 30 years (Reference, n. pag. ). But Constantine IV’s death in 685 was followed with power struggles for the Byzantine throne, making the Byzantine Empire more prone to defeat in the hands of the Arabs (Gregory, n. pag. ). Caliph Sulieman took advantage of this situation by sending 120,000 Muslim troops (headed by his brother Moslemah) in 717 in an attempt to occupy Constantinople for a second time (TheLatinLibrary, n. pag. ). An additional 100,000 Muslims with 1,800 galleys from Syria and Egypt served as reinforcements (TheLatinLibrary, n.pag. ). But Byzantine forces led by Emperor Leo III quickly defeated them through the Greek fire (TheLatinLibrary, n. pag. ). The vanquished Muslims later died of freezing and starvation outside Constantinople. Muslim troops from Adrianopolis that were supposed to assist them were destroyed by the Bulgarian army (a Byzantine ally) (TheLatinLibrary, n. pag. ). Several historians argued that had the Arabs won the Battle of Tours, the Battle of Syllaeum and the Second Arab Siege of Constantinople, the present concept of European civi lization would be altered dramatically.The Arabs would be able to spread Islam throughout European countries such as France, Germany, Russia and the United Kingdom. At most, Christianity would end up being a minority religion (Whittington, n. pag. ). America would have been discovered by a Muslim explorer and Islam would be the religion both taught and practiced by the settlers across the United States. Works Cited Culp, Reid. â€Å"The Battle of Tours. † 2008. CCDS. 28 April 2008 . Gregory, Timothy E.â€Å"Leo III and the Beginnings of Iconoclasm. † 19 November 2001. A Chronology of Early Byzantine History. 3 May 2008 . Koeller, David W. â€Å"The Battle of Tours: 732. † 1999. WebChron. 28 April 2008 . Wallechinsky, David, and Irving Wallace. â€Å"About the Battle of Tours in 732 between the Arab Army and the French Army led by Charles. † 1981. Trivia-Library. 28 April 2008 . Whittington, Mark.â€Å"Day of Decision: The Battle of Tours. † 8 Decem ber 2005. Associated Content. 28 April 2008 . â€Å"Battle of Syllaeum. † 17 December 2007. Reference. com. 3 May 2008 . â€Å"Greek Fire. † 10 March 2008. Reference. com. 3 May 2008 . â€Å"Islam and Europe Timeline (355-1291 AD). † n. d. TheLatinLibrary. 3 May 2008 .

Aliens - Bill And Mike Essays - Fiction, Speculative Fiction, It

Aliens - Bill And Mike Essays - Fiction, Speculative Fiction, It Aliens - Bill And Mike It was about 6:00 a.m. when Bill woke up so happy because today he was going to visit Earth. He came rushing down the hall screaming Lets Go Lets Go . Mike his brother said calm down calm down whats the hurry we got the new spaceship it will get their in less then 10 minutes. But since Bill was so inpatient he wanted to leave the as soon as possible because the sooner they leave the sooner he can find a wife to marry. That was the whole purpose why they were going to Earth. So then they started to pack getting their stuff ready what they were going to take they had no clothes because they were aliens so they took their Ray Gun to transform them into they apparel that the people in Earth look liked. When they were finally ready to go they checked everything to make sure the spaceship would make it to Earth safely. The whole way their Bill was telling his brother Mike how excited he was and how thankfully he was that his brother was going to take him to find a wife because he suppose to marry a other alien but Bill has heard many stories from his friends how beautiful they were. We are almost their said Mike to Bill then Bill was getting so nervous because he has never been to Earth he didnt know how to act so then he started to sweat . Then Mike said we have to find some trees to hind the spaceship because we can just go down to Earth in this it be so weird so they found some trees and they parked. Bill was so eager to get out but his brother kept telling to calm down we cant make it obvious to people that we are aliens we need to be real calm and see and act how they do. They started to walk out towards a dirt path that look like it would lead them to civilization. All they were carrying was a Ray gun because they were going to see how they people were dress and then they were going to use the gun to transform them selves into the look that other people look.. Then they started to hear some talking coming towards them so then jumped and hid into some bushed so the people would see them. Bill look out quietly to see in how they were dress and Bill saw that they were dressed in Medieval times . So then Bill picked up the Ray Gun And pointed it toward the people and rayed then and then ducked down into the bush to wait till they lived .The aliens already looked like humans so they stood up and ray thierselves and now they look like the other people now so they started walking towards civilization. It took a couple hours the aliens were getting real tired but Bill didnt want to stop until he found his wife they reached a large bridge and saw a huge town Bill hugged Mike and said look look theirs the town lets go find my wife and Mike said hold on I need to rest and Bill said okay but hurry. After Mike rested they started to cross the bridge eager to reach the town and when they finally reached the town they started to look around for a girl for Bill.. Their was a parade going on so then Bill stood their starring in amazement he never saw anything like it . The parade was so new to Bill is just stood their so quiet and with a big smile on his face and then out of no where he saw what he was looking for was a girl so beautiful that he had ever saw he said that he just had to meet her he was telling Mike that it was her that was the girl that he was going to marry and then a other person told him that it was the princess and it would be impossible for him to meet her and then Bill said watch me meet her. As Bill started walking

The Gaia Hypothesis A Living Planetary Organism essays

The Gaia Hypothesis A Living Planetary Organism essays The notion of a living Earth is hardly a "new" perspective; ancient human history and archeological evidence suggests that most primitive incorporated at least some general beliefs in a conscious "Mother Earth". paying homage to or praying to this entity is a theme central to many Both the ancient Greeks and early Christians believed in a conscious St. Thomas Aquinas, to a lesser degree (Sagan). In fact, the etiology of based on the word Ge (or Gaia), the name of the Earth goddess of the (OceansOn-line). Likewise, interpreting weather phenomena as a purported communication between man and his gods and the practice of sacrificial triggered by weather or seasonal changes is evident, in myriad variations, early theistic philosophical perspectives. Even the more modern or scientific notion that the Earth is, in many living organism rather than an inanimate biosphere merely supporting biological life is not entirely new. Renowned eighteenth century geologist considered the Earth to be a super organism of some sort almost two hundred before James Lovejoy and the biologist Lynn Margulis reintroduced the more scientific form in the 1960's and 70's. Writing shortly before James description of a living planet, Lewis Thomas, a physician and contemporary wrote The Lives of a Cell, a series of essays in which he expressed the "Viewed from the distance of the moon, the astonishing thing the earth, catching the breath, is that it is alive. The photographs the dry, pounded surface of the moon in the foreground, dry as an old bone. Aloft, floating free beneath the moist, gleaming, membrane of blue sky, is the rising earth, the only exuberant thing in this part cosmos. If you could look long enough, you would see the swirling of great drifts of white cloud, covering and uncovering the half-hidden masses of land. If you had b...

Best Boots In The World Text Response Essays

Best Boots In The World Text Response Essays Best Boots In The World Text Response Essay Best Boots In The World Text Response Essay Is It worth knowing about uniqueness? What does Mikes mother teach us about consequences? Is It worth knowing about consequences? Not blame at Mike ? Mike trusts, respects, loves her. (Good) What does the youth teach us about consequences? Is it worth knowing about consequences? It is quite clear that you will write about one of the three characters in each of your central paragraphs. You need to think about what you will say before you write your contention. Once you have some ideas about your answers to the questions above and a clear answer (your decision about whether you agree, agreed or partly agree with the statement) you are ready to write an introduction. In your introduction give the name of the story (Best Boots in the World), (underlined or quotation marks) the writers full name and some Idea of what the story Is about (background). Come to the topic which Is consequences and then write your contention. (Answer It must contain all the key words of the question names of characters, worth knowing, consequences. About people Miming with their consequences us something worth knowing about consequences Do you agree? Exorbitant settable shoes bring the trouble. A short story, The Best Boots in the World was written by Brian Caldwell shows us 14 years old boy who has the same name as his favorite basketball player. His mother, Alice and his father have broken up since he was 10 years old. He likes basketball and wants to buy Nikkei basketball shoes. The youth is a person who encourages his mad by insulting him. Mike, Alice and the youth teach us knowledge values from their consequences. Remember TELL topic sentence, explanation, evidence, linking sentence Each of your central paragraphs would have a topic sentence which states what this paragraph will be about, some explanation of this Idea and evidence to support It and a final sentence that ties the idea back to your contention. 1st central paragraph Key Tanat sometimes consequences can De very serious, so much so Tanat ten memory of them can last a lifetime guilty memory. Mike is showing. It does not manner but that what he think. His boots Live like a scar He learns but consequence is bad because Mike learns something from making the choices which occur to bad consequences. The choices occur to bad consequences which give him experiences. Mike learns something from making the choices which occur to bad consequences. The experience what happened the choices- the consequences the effects of the consequence. Final sentence to explain whether this is worth knowing. Stressful consequences are his guilty memory which stuck with him for life. Mike argues his mother about buying sport shoes because his mother does not want him to spend a lot of money for that. He thinks that money he earns from his work is enough to buy the shoes. His mother gets mad on him therefore he says sorry to his mother. However he still pays lots of money for the shoes. After his bad situation with the youth, he thinks it is not necessary to buy because it does not make his skill better and it also brings bad situation to him. He decides to go home alone by the train without consideration first. This decision brings him to meet the youth. Mike chooses to keep the boots and fights with him instead of giving his boots and not pay attention to him because of extremely expensive cost of the shoes. The consequence is the youth dead. He feels very bad and thinks that it is his responsibility. Mike does learn the consequences of making choices, even they are bad consequences. 2nd central paragraph Mikes mother that the consequences can spread so that they affect others. falling apart effect to Mike badly (no father supports him, he is 14 but he kills someone) The experience what happened the choices the consequences the effects on her and others. She and her husband made If he is alive, he may have a chance Final sentence to explain whether this is worth knowing about consequences. Consequences of Lices determinations affect other people who are close to her. Alice breaks up with her husband when Mike is 10 years old. This decision is upset Mike and herself but it might be only one decision she can make. She allows Mike to watch basketball match after midnight because she knows that his son likes Michael who is his favorite basketball player. Mike loves her and he is very happy to be her son even his mother sprits with his father. After her husband leaves, she works 2 Jobs to keep up with paying the bills. She has enough money to buy the goods and other stuffs for her and her son. Lices consequences, mostly affect to her son and herself. 3rd central paragraph- The youth that the consequences can be fatal so that there is no going back. does not get a crack, chance but Just die. The experience what happened the choices the consequences the lesson for readers. His behavior belongs to his dead Play with violence Final sentence that explains whether this is worth knowing about consequences. The youths behavior belongs to his consequences which no chance resolves it. When he waits for the train, he smokes and stands like a bad person. His gesture ekes toner people scared AT ml. He Is ten one won starts Insulting Mike tout Nils boots. He knows Mike is angry, but he still keeps saying because he also really wants Nikkei basketball shoes. This makes Mike cannot control his mad and fight with him. The youth is dead because he falls down from the train. Actually, he does not deserve to die. He probably can improve himself. His behavior tends to push off other people. A conclusion will be needed to sum up you answer to the question. Do not repeat anything in your introduction. Each character has own consequences which vive us worth knowing. They learn which decisions occur to bad consequences and who is affected by them. They also teach us with their accidents. Therefore, we should not do the same things that they do. We might try to get rid of those situations. Assessment Criteria 5 4 3 2 Argument relevance and strength (how strong are you argument) Structure introduction, central paragraphs (topic sentence, development, final sentence), conclusion (do you understand the story) Knowledge of Text support of opinion with text Writing grammar, sentencing, spelling