A Comprehensive And Complete Strategic Report On Airasia Marketing Essay

A Comprehensive And Complete Strategic Report On Airasia Marketing Essay The report includes a detailed description of the company and highlights the achievements and strategic decisions that the corporate has undertaken since its establishment in 1993. Furthermore the report will carry on a detailed Macro environment analysis to evaluate the external factors which may affect the company currently or in the future. After analyzing the external factors and their impacts on the company, the report moves on to analyzing the companys micro environment. The comprehensive SWOT analysis also applied for understanding the companys current situation. The company occupies a strong position within Asian civil aviation, according to its successful low-cost business strategy model and financial resources. After great consideration and analyzing different strategic options for the company, this report recommends two possible future strategies for AirAsia, which are aligned with its current cost leader strategy. 2.0 Introduction AirAsia was established in 1993 in Malaysia. It was originally founded by a government conglomerate DRB-HICOM Holding Berhad. On the second of December 2001, the heavily- indebted airline was purchased by partners Dato Pahamin Rejab (former chairman of AirAsia), Dato Kamarudin Meranun, and Dato Aziz Bakar, Dato Sri Dr Tony Fernandes  [1]  . AirAsia began its operation as a low-cost carrier with two planes (both ageing Boeing B737 aircraft), serving five destinations (Kota Bahru, Kota Kinabalu, Kuching, Labuan, Langkawi and Penang) and a staff of 250. In 2003 the company opened a second hub at Senai International airport near Singapore and launched its first international low-cost flight to Bangkok. Since then it started a Thai subsidiary and launched Low-cost flights to Singapore and Indonesia. In 2004 flights to Macau were launched and in following year, 2005 flights to China, Philippines, Vietnam and Cambodia been launched by the company. AirAsia now is one of the award winning and largest low-cost airlines in the ASEAN which is expanding rapidly. It started with a simple goal that how to free air travel and make it so affordable that now everyone can fly. AirAsia Group (including its Thai and Indonesian affiliates) now operates a fleet of 90 aircraft and flies to more than 60 destinations from hubs in Malaysia, Thailand and Indonesia. AirAsia operates more than 3,500 flights a week, colouring the blue skies over Asia a bright red with their striking livery. The Group employs close to 7,500 staff and in its short history, has ferried more than 90 million passengers. AirAsia has become recognised as The ASEAN airline. It has achieved this by providing effective route connectivity and launching direct, unique and high-frequency flights linking ASEAN towns and cities such as Kuala Lumpur- Vientiane, Kuala Lumpur-Bandung, Phuket-Ho Chi Minh City and Bali-Bangkok. 2.1 Vision statement To be the largest low cost airline in Asia and serving the 3 billion people who are currently underserved with poor connectivity and high fares  [2]  . 2.2 Mission statement To be the best company to work for whereby employees are treated as part of a big family Create a globally recognized ASEAN brand to attain the lowest cost so that everyone can fly maintain the highest quality product, embarking new technology to reduce cost and enhance service levels  [3]  . 2.3 Business Strategy The foundation of the business has been set to deliver a no-frill, low cost, hassle-free and reliable flights and services to its passengers. The company believes in keeping costs consistently low which requires high efficiency and maintaining simplicity in every part of the business. http://www.airasia.com/iwov-resources/my/common/images/AirAsia/aboutus/strategy.gif source:aurasia.com 2.3.1 key strategic implementations Safety First High Aircraft Utilisation: quick turnaround of 25 minutes Low Fare, No Frills Streamlined Operations: making the process as simple as possible, single aircraft fleet Lean Distribution System : ticketless service Point to Point Network 2.4 Highlights of the company According to IATA in 2009 the traffic dropped 3.5% overall in aviation industry which included 5% decline in Europe, North America and the Asia Pacific region. However in 2009 despite of global economic downturn and fear of A(H1N1) influenza pandemic, AirAisa managed to produce an astounding 148% increase in its core operating Profit to RM447 million  [4]  . The company ferried around 22 million passengers. It also succeeded in driving its Ancillary services by introducing new lines of the service. It expects deliveries of new Airbus A320 aircraft and the phasing out of its Boeing B737 aircraft in 2010. In addition despite tight credit lines it was able to secure financing at competitive pricing for all its aircraft deliveries for 2009 and 2010  [5]  . Five years financial highlights (RM million, unless otherwise stated) For the year ended June For the 6 months ended 31 December For the year ended 31 December 2006 2007 Restated 2007 Restated 2008 Restated Revenue 1,071 1,603 1,094 2,855 Operating expenses 997 1,341 875 3,207 Operating profit/(loss) 74 262 219 (352) Associates contributions (0.5) (3.9) Profit/(loss) before tax 86 278 277 (869) Tax 116 220 149 373 Net profit/(loss) 202 498 426 (496) BALANCE SHEET Deposits, cash and bank balances 426 595 425 154 Total assets 2,574 4,779 6,430 9,406 Net debt 627 1,959 3,272 6,453 Shareholders equity 1,148 1,662 2,099 1,606 CASH FLOW STATEMENTS Cash flow from operating activities 282 595 256 (416) Cash flow from investing activities (1,249) (1,943) (1,581) (2,602) Cash flow from financing activities 1,067 1,509 1,141 2,749 Net Cash Flow 100 161 (184) (269) CONSOLIDATED FINANCIAL PERFORMANCE (%) Return on total assets 7.8 10.4 6.6 Return on shareholders equity 17.6 30.0 20.3 Return on capital employed 4.2 7.2 4.1 Operating profit margin 6.9 16.3 20.0 Net profit margin 18.8 31.1 38.9 CONSOLIDATED OPERATING STATISTICS Passengers carried 5,719,411 8,737,939 5,197,567 11,808,058 Capacity 7,378,075 11,140,764 6,621,276 15,660,228 Load factor (%) 78 78 78 75 RPK (million) 6,702 9,863 5,930 14,439 ASK (million) 8,646 12,391 7,919 19,217 Aircraft utilisation (hours per day) 12.0 12.0 11.9 11.8 Average fare (RM) 174 171 195 204 Revenue per ASK (sen) 12.4 12.9 13.8 13.9 Cost per ASK (sen) 11.5 10.8 11.0 11.4 Cost per ASK excluding fuel (sen) 6.6 5.2 5.4 4.2 Revenue per ASK (USc) 3.35 3.65 4.06 4.22 Cost per ASK (USc) 3.12 3.06 3.25 3.49 Cost per ASK excluding fuel (USc) 1.79 1.46 1.60 1.27 Number of stages 48,339 68,195 38,507 89,118 Average stage length (km) 1,163 1,088 1,183 1,207 Average fleet size (Malaysia) 20.5 27.1 31.6 36.6 Size of fleet at year end (Malaysia) 26 34 39 44 Size of fleet at year end (Group) 42 54 65 78 Number of employees at year end 2,224 2,924 3,474 3,799 Percentage sales via internet (%) 60 65 65 70 Source:airasia.com 2.4.2 Ancillary Services The company offers different ancillary services, such as AirAsia cargo, insurance, holiday packages and credit cards. Since 2010 it offers a non flight ticket booking service called AirAsia RedTix which offers ticket booking for concerts, musicals, theatres, sports and other events. It also offers some loyalty programs. Furthermore it is focusing on building its own supply chain for ancillary services to provide better pricing for its passengers. The company mainly use its website as a distribution channel to offer its services. The company achieved 34% growth in its ancillary income in 2008 and it expect around 50% growth in 2010. 2.5 Company description Its subsidiaries are Crunchtime Culinary Services Sdn Bhd; AA International Ltd, which is an investment holding company; AirAsia Go Holiday Sdn Bhd, which is engaged in tour operating business; AirAsia (Mauritius) Limited, which is engaged in providing aircraft leasing facilities to Thai AirAsia Co. Ltd ; Indonesia AirAsia ; VietJet AirAsia ; AirAsia RedTix ; Airspace Communications Sdn Bhd; AirAsia (B) Sdn Bhd; AirAsia Corporate Services Limited; Aras Sejagat Sdn Bhd, which is a special purpose vehicle for financing arrangements required by the Company, and Asia Air Limited, which is engaged in the provision and promotion of AirAsia Berhads in-flight food to the European market  [6]  . 2.6 AirAsia organizational structure The following chart shows the corporate structure and principal operating companies for AirAsia. http://www.airasia.com/iwov-resources/my/common/images/AirAsia/aboutus/chart_organization.gif Source: aiasia.com 2.7AirAsia route Network One of the key strengths for its business is to continuously expand its route network and the frequency of flights, which provides the advantage of more connectivity for the passengers. AirAsia operates from nine regional hubs. AirAsia flies to over 60 cities in 16 countries with 126 domestic and international routes  [7]  . When the company attempts to launch its low cost long haul flights (AirAsiaX) most of the airlines assumed that such attempts will fail due to the more cost and complicity in long haul flights. However the company were quiet successful since it has launched its long haul flights name as AirAsiaX and has earned numerous industry awards, including Asia Pacifics best New Airline in 2008 for its low cost long haul business model. Now there is huge market to expand its long haul flights to different countries. Currently AirAsiaX flies to China, India and Indonesia. The company uses the brand likening agreement which allows it to use the AirAsia brand and a shared services agreement which will benefit the company by sharing resources such as marketing team, distribution channel, cabin crew and pilots. The combined short-haul and long-haul networks feed each other. In the six short years since its inception, Thai AirAsia has become Thailands largest low cost carrier with a market share of 67.81% by passengers and of 67.80% by aircraft movement. It has ferried over 19 million passengers to various destinations. In 2009 the company expanded its rouà ©s in Thailand from 19 to 26 destinations. AirAsia now has two Airbus A320 aircraft based in Phuket, and achieved a load factor of 76% (79% domestic and 74% international)  [8]  . AirAsia currently operates four hubs in Indonesia. As the main hub, Jakarta connects Indonesian passengers to many cities across ASEAN. In 2009, it expanded its routes to Australia, Bangladesh, Sri Lanka and Taiwan. The company key focus in 2010 is India. Apart from Tiruchipillai, the company has added Kolkata, Kochi and Trivandrum to their network. Furthermore the company will focus into six new India routes in 2010  [9]  . 2.8 Joint venture and strategic partnership highlights The company business strategy is cantered on cost leadership, which is focused on price-sensitive customers on long-haul and short-haul flights. The company is mainly focused on joint venture partnership to expand its long-haul flights globally. As AirAsia chief executive Tony Fernandes said: With joint purchasing power it means that we can potentially work with airline manufacturers on the right configuration and design of an aircraft specifically for AirAsia and that the best suits our operational needs for the future  [10]   Airaisa recently (09/04/2010) singed a strategic partnership agreement with VietJet Aviation Joint Stock Company. The company earlier had acquired a 30 percent equity stake in VietJet Air( Vietnam Airlines) which was the first step to lunch of a Vietnam-based, low-cost subsidiary. The trade name is VietJet AirAsia which will be operating both in domestic and international market. The governments of respective companies were fully supportive to the lunch of VietJet AirAsia which will be offering low fares to boost the travel and tourism in Vietnam and the rest of ASEAN region  [11]  . http://www.asianewsnet.net/home/images/space.gif AirAsia recently (06/01/2010) signed an airline alliance agreement with Australias Jetstar to pool recourses and expertise, procure new aircraft and revenue-sharing deals which could lead to cost savings of $200m and $300m annually. The next step for the partners would be to look at joint venture on routes and other commercial activities including joint procurement of hotel inventory for holiday packages. Plans include saving on costs including aircraft purchasing, maintenance and design, since both airlines operate with similar fleets  [12]  . The Virgin Group became an investor in  AirAsia  X to the tune of a 16% stake. The majority stake with 48% is a Malaysian group that includes Fernandes, while  AirAsia  itself has 16%; Japanese aircraft lessor Orix Corporation has 10% and Bahrains Manara Consortium has 10%. AirAsia  X began operations in late 2007 to Australias Gold Coast and now flies to three destinations in that country and two points in China, as well as the UK. It is seeking more A340-300s for longer-haul routes and has 23 A330-300s on order. 3.0External analysis 3.1 PESTEL analysis POLITICAL ECONOMIC SOCIAL Political uncertainly in Malaysia and Thailand Increased tension between Malaysia and Indonesia Severe Security Measures and Restrictions Terrorism attacks mostly in Malaysia and Thailand Increase in route charge by the Government Government support for national carriers Establishment of Climate Protection Charge, so the aviation industry has to compensate further taxes for carbon emission. . Currency fluctuation GPD growth rate The low-cost airline industry is in the growth rate of the life cycle High price ceiling of petroleum products and fuels Recession Changing economy leads to change in lifestyle which includes frequent flying for vacations Operating in ASEAN with different cultures and languages Operations increased in grey market Increasing Population Rising in middle class TECHNOLOGICAL ENVIRONMENTAL LEGAL Fuel efficient engines and air frames Teleconferencing for business Technology expansion in terms of internet sales Online check in Use of technology for ancillary services Wireless technology expansion Use of new Airbus A330-300 Use of information and communication Technology(ICT) Yield management system Computer reservation system Enterprise resource planning system Strict checks on Green house and global warming issues due to pressure from eco-friendly friends. Emission trading scheme Energy consumption and noise pollution controls Land for growing airports No food and beverage service inside the flights so reduce leftover waste Restrictions on mergers Preferential airport rights for some carriers ASEN Regulations Health and safety Other landing charges Compensation Political Political uncertainly in Indonesia and Thailand is not in Airasias favour as it operates mainly in both countries. Since 2006, Thailand has been facing many political issues. In April 2009, Red shirt protestors, who were angry that Thaksins government was forced out of office, caused the cancellation of ASEAN summit and their latest antigovernment protestors went on March 2010 which caused the closure of some airports in Thailand. Moreover as a result of granted exploration rights in oil rich waters off the coast of Borneo have increased tension between Malaysia and Indonesia  [13]  . As mentioned earlier, AirAisa offers long haul flights through strategic alliance with different airlines and willing to expand it further. The main political issue which the company may face in the future is the political relationships with the respective countries which may affect the operation of the company. Economic Fluctuating fuel prices: It has increased turbulence in aviation industry. According to the International Energy Agency the world aviation fuel demand will grow through 2010 led by Asia  [14]  . This current technique of global supply chain incurs large-scale costs to AirAsia who is unable to secure low-cost fuel. This is not good for this no-frills airline ait wants to stay in the market as a low-cost airline and to deliver customers what they want without added costs. Malaysia GDP Growth Rate: The Gross Domestic Product in Malaysia is in companys favour as GPD contracted at an annual rate of 2.60 percent in the last quarter. Malaysia Gross Domestic Product is worth 192 billion dollars or 0.31% of the world economy, according to the World Bank. Malaysia is a rapidly developing economy in Asia. Malaysia, a middle-income country, has transformed itself since the 1970s from a producer of raw materials into an emerging multi-sector economy. The Government of Malaysia is continuing efforts to boost domestic demand to wean the economy off of its dependence on exports  [15]  . Country Interest Rate Growth Rate Inflation Rate Jobless Rate Current Account Exchange Rate Malaysia 2.75% -2.60% 1.70% 3.70% 30449 3.1820 Economic Forecast 2009 2010 Malaysia GDP Growth Rate Sources: ASEAN Finance and Macro-economic Surveillance Unit Database; national statistical offices. Social AirAsia operates in a region with diverse culture, language, origin and religion. As a result the company operates in a market where consumer preferences and demographics are different and uncontrollable. Consumer behaviours are becoming increasingly difficult to predict as contemporary consumers tend to shift loyalties from one brand to another due to price differences or even lack of basic consumer consistency. The competition in low-cost airlines within Asia region is increasing, giving consumers vast choices to choose an airline. Thus in order to fully utilise a market, bring value, increase its consumer generated revenue and relate to the diverse consumer needs, AirAsia must completely understand the market. Technological AirAsia uses the latest information and technology system which allows it to reduce its operating costs. The company has adopted variety of information technologies such as Yield management system, Computer reservation system (CRS), Enterprise Resource Planning System (ERP). Furthermore the company operates with youngest fleet, Airbus 300-330 which again allows the company to operate more efficiently. Environmental In the Asia Pacific region, rapid economic and population growth creates serious social consequences from environmental problems of  global warming and air pollution. The air travel is constantly increasing in that region as consumers are more driven with better technology; this has however increased issues related to global warming and green house effects. AirAsia is always expanding which spells disaster for the planet as more flights mean busier airports, bad sound quality for people living and working near the airports, more noise and air pollution. The company however says its airplanes are more efficient, quieter and thus have less environmental impact. CO2  Emissions from Malaysia Total Fossil Fuel CO2 Emissions from Malaysia graph Source: http://cdiac.ornl.gov/trends/emis/mys.html Legal As mentioned earlier, AirAisa offers long haul flights through strategic alliance with different airlines and willing to expand it further through more partnerships all over the world. The main legal concern for the company is to sort out the legal issues and obtain clearance from the respective countries. As AirAsia Group CEO Fernandes has said that the budget airline would fly to North America once it sorted out the legal issues and obtained clearance from the respective countries  [16]  . Also the company has signed sponsorship deals with different companies, such as its sponsorship deals with National Football Leagues (NFL) Oakland Raiders, which brings its own legal issues. Furthermore the company should pay more attention to health and safety regulations as well. Overall it can be said that the external environment (PESTEL) for AirAsia is relatively stable, however the companys biggest problem involves the legal obligations. It should try to keep the Legal environment as steady as possible. Furthermore the perception of consumer behaviour is another issue for the company and it should develop strategic tools to improve total consumer investment and sales performances. 4.0 The industry environment AirAsia is engaged in the civil aviation industry where it provides low fare, long haul, short haul, point-to-point scheduled passenger airline services. In 2009 AirAisa managed to produce an astounding 148% increase in its core operating Profit to RM447 million  [17]  . The company ferried around 22 million passengers. It also succeeded in driving its Ancillary services by introducing new lines of the service. 4.1 Porter five forces Power of the supplier Supplier power is moderately high. Airbus is AirAsias main aircraft supplier, which means they have high supplier power. Also the switching cost from one supplier to another one is high as it involves lots of hidden costs, e.g. retraining pilots and mechanics. Airports also plays a crucial role as suppliers, the charges for main airports are very high as they are dominant player in supply chain, but the secondary airports have lesser bargaining power. Power of the buyer Buyer power is moderately high due to no switching cost from one airline to other one and it can be easily achieved. Also the easy access to the internet will allow customers to gain information on the prices which are charged by other airlines. Rivalry Rivalry power is in the companys favour. The low-cost operation of the company allows it to offer the cheapest price in the market. However there is a threat that, the profitability of LLC will attract full service airline to lunch its LLC version which will increase the degree of rivalry in the industry. Power of substitute Fortunately, the geographic structure of Asia which is so vast and the large distance between countries has made the air travel the most efficient and convenient way to travel, which makes the power of substitution such as trains or ferries low to the company. Power of new entrant The threat of new entrants is moderately in AirAsias favour at present. The high capital requirements to enter the market and high exit barrier prevent many entrants to the market. In addition, AirAsias current leading role and favourable brand awareness make it a first choice amongst the current competition. However, potential new entrants from full service carriers could be threats in the future and long term. Based on the industrial scanning, the demand for low-cost airlines in Asia is expanding. The profitability of LLC will attract full service airline to lunch its LLC version which will increase the degree of rivalry in the industry. However AirAsia is the market leader in Malaysia, Thailand and Indonesia and in order to overcome the future rivalry it should focus to add value to its services in order to keep its position in the market. 4.2 value chain The value chain logic is that every company occupies a position in the chain which is then passed downstream to the customer. Inbound Logistics is the start of the value chain which includes airport agreements, low cost suppliers and so on. AirAsia serves through secondary airports (significant savings) in various locations where it is able to get good contracts with the airport authorities. It even attempts to negotiate discounted fees by delivering an annual increase in passenger traffic where practical. So it has good relations with its contractors, Airbus being its main supplier of aircrafts provides on-time delivery, gives discounts so it is able to maintain common fleet which reduces costs and saves time. It also does outsourcing in the form of its online web check-in for its passengers. Support activities Firm infrastructure Finance Accounting Quality assurance HR management Providing recruitment and staff training Providing pilot training Providing Yield analyst training Providing In-flight training Technology Adopting information technology such as CRS, FSS, YMS Baggage tracking system In-flight system Procurement Technology acquisition Primary activities Inbound logistics Aircraft purchasing or leasing Aircraft fuel and parts purchasing Landing slot acquisition Flight and crew scheduling Operations Transporting passengers Flight scheduling Courier operation On-board services Outbound logistics Providing transportation Baggage claiming Marketing and sales Advertising and promotion: the most important activity to create more brand awareness. Direct sales Selected travel agent Services Call centre system: to tackle problems with customer enquiries Lost and found services AirAsias value network is a combination of players which comprises of its external network of its customers, stakeholders, complementors, open innovation networks, intermediaries and suppliers, and its internal network focusing on key activities, processes and relationships such as order fulfilment, innovation, customer support and so on. In order to add value it is necessary to position all parties in the value network business model so they can then deliver value to customer supply. Based on the information collected, value can be analyzed, and within this network a companys value share position can be determined. 5.0 Internal analysis 5.1 Current strategic implementations AirAsia has currently adopted information technologies strategically to integrate the operations and coordinate all the business and management functions. The followings are few system implementations that AirAsia has done in its marketing and sales activities as well as operation activity in the value chain. Yield management system Computer reservation system(CRS) Enterprise Resource Planning System(ERP) IT implementation and strategic alignment 5.2 Positioning The company has p

Filipino Traditional Games for Kids Essay

While I was walking yesterday, I saw a group of children playing ‘luksong baka’. They were having fun while enjoying the game. Then I remember my childhood days twenty five years ago. I also use to play that kind of game with my neighboring kids especially on weekends. As years went by, these Filipino traditional games for kids are slowly disappearing. You can rarely see Filipino kids playing patintero, tumbang preso, luksong tinik, luksong baka, taguan, syato, habulan, etc. These games were replaced by gadgets like xbox, playstation, nintendo, and kids are more exposed to Western Sports activities. Amidst the popularity of these latest game gadgets and non-Filipino sports, we must not lay aside and forget our traditional games. We must always remember that this is our cultural heritage and treasure. There are many known traditional Filipino games for kids, but I will only name the Filipino traditional games that I still remember when I was a kid. PATINTERO 1. Patintero – this is a popular game not only for kids, but including adults. I remember that we played this game not only in the morning, but sometimes in the evening when it is full moon. We used chalk or water to make lines. The rule of the game is very simple: make it sure that you can cross the line without being catch or touch by the other group. PIKO 2. Piko – this is the Filipino version of hopscotch. I always see my two sisters playing this game when they were still kids, because it is a popular game among the girls. LUKSONG TINIK 3. Luksong Tinik – Two players will be the base by putting their right feet or left feet together. While the other players will jump without touching the two players feet. LUKSONG BAKA 4. Luksong Baka – It is a popular variation of luksong tinik. The ‘it’ will bend while the other players will jump over him/her. The bending player will gradually stands up as the game continues. A jumper who will not be able to jump over, or touch the ‘it’ while jumping will become the next ‘it’. TUMBANG PRESO 5. Tumbang Preso – This is a Filipino street game among kids. I really enjoyed this game a lot. The ‘it’ will be in charged of the tin can, while the other players will strike it using their slippers (pamato). The rules of the game varies in different places. TAGUAN 6. Taguan – This is the American version of hide-and-seek. The ‘it’ will say these phrase while the players are looking for their place to hide. â€Å"Tagu-taguan maliwanag ang buwan. Pagbilang ko nang sampu nakatago na kayo. Isa,dalawa,tatlo,apat,lima,anim,pito,walo,siyam,sampu.† After the counting is done, he/she will locate those who are hiding. This game is more challenging when it is done in the evening. My father told me that he and his siblings always play this game when it is full moon in the evening. SAWSAW SUKA 7. Sawsaw-suka – The ‘it’ has/her palm open. The other players will touch his palm using their index finger while singing this song –â€Å"sawsaw suka mahuli taya’†. The ‘it’ will catch any players finger after the songs. BAHAY-BAHAYAN 8. Bahay-bahayan – This is a very good game for kids. They will act as a family member. Each of them will be given a responsibility like cooking,taking care of an imaginary baby,etc. I remember that my playmates always bring small cooking objects made of clay, while I am in charge of building our small imaginary house made from banana leaves or blankets. TEKS GAME 9. Teks – These are game cards which contain comic strips and texts within speech balloons. We played these cards by tossing it to the air until it hit the ground. We used our thumbs and forefingers to toss the cards. The winner will collect cards on how the cards are laid upon hitting the ground. JAK N POY 10. Jack and Poy – This is the American version of rock-paper-scissors. Two players will do rock-paper-scissors while saying these words-â€Å"Jack and Poy, hale hale hoy, sinong matalo syang unggoy. HOLEN 11. Holen – We used marbles to play this game. You must be a sharpshooter to win this game. It is played by aiming at the marbles inside the circle. You must hit the marbles inside by flicking your fingers while holding your own marbles. Whoever gets the most marbles win the game. SIPA 12. Sipa – The object that is being used in this game is called ‘sipa’. It is toss upward for the player to kick it using the foot. The player will kick it as long as he wants. However, the ‘sipa’ must not touch the ground. The player with most number of kicks wins the game. LANGIT LUPA 13. Langit Lupa – You need to say these lyrics in choosing the ‘it’ while pointing to the player one by one-â€Å"langit lupa impyerno. im im impyerno. Saksak puso tulo anf dugo, patay buhay alis diyan.† The player will be the ‘it;, if he/she is pointed after the song. Then the ‘it’ will chase and tag the players who remain on the ground. A player cannot be tag if he/she will stay above the ground.

Ethics Simulation Essay

Ethical dilemmas are a constant in the business world. In order for an individual to be adaptive to the ever changing rolls of their jobs it is in their best interest to research their company’s standard operating procedures as well as being informed on new company policies that are being implemented. In doing this research however, the individual will notice that specific problems are not always documented or covered in these manuals. In the area of ethics, people who are given authority must use various lenses to ensure that the company is meeting the expectations of its employees to guarantee their rights and fair treatment. Developing these virtuous attributes is geared at developing cohesion amongst employees, efficiency, and developing a positive reputation. Although there are many ways to resolve an intercompany dispute, the most ethically sound decision comes from people in positions of power being informed of the issue and setting their sights on ensuring fairness and ruling in favor of the option that creates the greatest overall good. This paper will examine the two Ethics Game examples and follow the worksheet format for answering questions. The issue presented in dilemma number one arises from an employee named Aaron Webb who posted sensitive company information. His posting was not derogatory in nature however the information is considered private. Many companies guard their information and keeping their core competencies sacred in order to remain competitive. Another employee named Jamal Moore sent an anonymous message revealing through hacking into Webb’s computer that Webb has many of these sensitive files loaded on his personal computer. The issue arises of how to respect the personal views of employees outside of the workplace. The primary stakeholders for this issue are the shareholders, the General Counselor, the Director of IT, the VP of HR, Jamal Moore, and Aaron Webb. Some of the duties that the company makes clear are allowing the employee the right to voice their opinion, as guaranteed by the first amendment to the constitution. However, an employer may legally limit this right if the information is considered private and proprietary. Management has the duty to make sure that its information isn’t leaked for the sake of all other stakeholders. There is a duty to address concerns about the company. By allowing this type of communication, problems are clarified and avoided. Employees should be happy when their rights to privacy are protected, their concerns are heard, and important information is guarded. In this dilemma, shareholders have a medium impact. How the company is viewed and evaluated by the public may decrease shareholder confidence and decrease its value. The CLO has a medium impact because his or her judgment may be called into play and reflect their decision making abilities. The VP of HR and the Director of Safety and Security have low impact when it comes to this problem as long as they have both fulfilled their obligations with informing the ultimate decision makers of the problem. Jamal Moore and Aaron Webb have high impact on this decision because this dilemma could potentially end their employment abilities or lead to punishment. My core values of the situation are embodied by recognizing loyalty. Although these employees may be misguided, more information given to them on the issue at hand could serve to make them better employees and avoid litigation. All members of the company must come to a deeper understanding that sensitive materials should be handled with care. As long as the integrity of the department is secured, the company can still benefit. In the second dilemma, there is a need for a security policy that provides for the safety of employees and also accommodates special needs, such as for Aisha Mullah, who is muslim and religiously not allowed to uncover her face in the work environment. The stakeholders in this situation are the company shareholders, the VP of HR, the Associate Director of Operations, other employees, the Training Manager, and Aisha Mullah. As an employee, you should be guaranteed that processes be followed. The right to be informed about security policies and exceptions should also be guaranteed. Arguably the most important, the right to express one’s opinion about policies and their impact should be guaranteed as well. The option that best suits this situation is to implement a photo I. D.  security system and to make accomodations for individuals with special needs. This will have a positive effect on the stakeholders, demonstrating the company’s ability to adapt to the needs of various individuals and be progressive in a diverse world. This decision reflects my core values by not excluding anyone on the basis of religion. Managing diversity means providing the climate for a productive workplace and seeking out qualified employees who should not be the subject of judgment or overlooked due to their race, creed, disability, sex, or place of origin. Other employees see this fairness and view it as attractive. A harsh, less understanding work environment drives employees away. By giving timely feedback to Aisha, treating her fairly, and upholding the company values, the company is strengthened. As a person of power, self development is a continual process and allows an individual to prepare for difficult decisions such as these. On the first simulation, a score of 1 out of 5 was achieved which demonstrates a relatively low risk. On the second simulation a score of 0 out of 5 was achieved which shows virtually no risk. Overall points earned were 25,600 out of 29,000. Important rights to remember for this project are the first amendment to the Constitution, and Title VII of the Civil Rights Act. People of the United States are guaranteed the right to freedom of speech, and expression. People of the United States are also guaranteed that employers will not discriminate on the basis of religious beliefs. By using the ethical lenses which were demonstrated through this simulation, future leaders of America can be more informed on how to best handle intercompany issues while providing for the best option to all the stakeholders involved. We must be aware of the four lenses and know how to identify the key factors. By being informed and choosing the most virtuous choice available, companies will poise themselves to achieve high praises from their communities, their shareholders, and the stakeholders, down to the individual whose liberties and rights were defended.

Othello Essay - 1172 Words

Othello Essay William Shakespeare’s Othello tells a story of the tragic downfall of a man through jealousy and mistrust, influenced by the manipulative actions of another. Due to innumerable changes within society over time, it is inevitable that a wide range of critical interpretations and readings of the text will emerge. My personal interpretation of the play draws from the concepts of the traditional Aristotelian views of a tragedy. An Aristotelian interpretation concerns itself with whether Othello can be considered a true tragedy. The two main principles which determine whether a text can be labelled as a true tragedy include the plot and the characters. The first principle within an Aristotelian tragedy includes the idea†¦show more content†¦and the protagonist should be renowned and prosperous, so his change of fortune can be from good to bad ...† Despite being set in a society where black men were looked down upon, Othello is successfully categorised as the renowned and prosperous protagonist. As a noble moor and husband to the young fair Desdemona, his fortune changes from good to bad as the play progresses. His mistrust in Desdemona leads him to murdering her, thus losing something he loved so dearly. Aristotle also claims that â€Å"The protagonist will mistakenly bring about his own downfall – not because he is sinful or morally weak, but because he does not know enough.† This idea is also portrayed throughout the play. Othello’s downfall was not due to him being sinful or morally weak, but because he simply did not know enough. His promoting of Cassio led Iago to become jealous and ultimate ly led to Othello’s downfall. Due to his lack of knowledge, Othello also fell victim to Iago’s manipulative and cunning nature leading to his growing trust in Iago and the questioning of Desdemona’s loyalty. Also, another aspect of an Aristotelian tragedy is the term â€Å"hamartia†. Hamartia refers to a weakness or a mistake or more commonly as a tragic flaw. Othello’s hamartia is expressed clearly through the play. When Iago manipulates Othello into suspecting Desdemona of being unfaithful, his jealousy clouds his mind where it has come to the point where all he cares about is provingShow MoreRelatedEssay General Othello in Othello1267 Words   |  6 Pages   Ã‚  Ã‚   William Shakespeare gave us a most moving drama in Othello. In this play we witness the demise of a â€Å"paragon† of a wife and a â€Å"valiant Moor†, Othello. Let us consider the Moor in detail, with professional critical input, in this essay. From the text of the play a number of clues can be gleaned which round out the description of the general. In William Shakespeare: The Tragedies, Paul A. Jorgensen describes the general in Othello: Though scarcely the â€Å"barbarian† (1.3.353) he is calledRead More Shakespeares Othello - Desdemona in Othello Essay1759 Words   |  8 PagesDesdemona in Othello  Ã‚        Ã‚  Ã‚   In William Shakespeare’s tragic drama Othello, the wife of the protagonist is Desdemona. She is a lovely, intelligent, wholesome and pious person. This essay will analyze her.    In Act 1 Scene1, Iago persuades the rejected suitor of Desdemona, Roderigo, to accompany him to the home of Brabantio, Desdemona’s father, in the middle of the night. Once there the two awaken him with loud shouts about his daughter’s elopement with Othello. In response to Iago’sRead MoreEssay on The Personality of Othello1053 Words   |  5 PagesThe Personality of Othello   Ã‚  Ã‚   Othello’s speech to Brabantio and the Duke in Act 1, Scene 3 is of major importance in describing Othello’s personality. 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The women in Othello each createRead MoreLove in Othello Essay734 Words   |  3 PagesLove in Othello However strong the emotional attitude of prejudices may be in Othello, Love is the most powerful emotion and ironically the emotion that leads to the most vulnerability. Loves of all kinds are tested in the tragedy and ultimately all fail to rectify the horrible situation. Marital love for Othello and Desdemona serve as both a heaven and a hell on earth. As Othello portrays by saying, If I were now to die Twere now to be most happy; for I fear My soul hath her contentRead More Othello: Themes Essay1946 Words   |  8 PagesOthello: Themes  Ã‚        Ã‚   How many themes course through the Shakespearean tragedy Othello? Let us in this essay analyze the variety and depth of the themes in this play.    Lily B. Campbell in Shakespeare’s Tragic Heroes indicates that hate is the theme on which this play opens:    It is then on a theme of hate that the play opens. It is a hate of inveterate anger. It is a hate that is bound up with envy. Othello has preferred to be his lieutenant a military theorist, one MichaelRead More Sexism in Othello Essay2452 Words   |  10 PagesOthello: the Unquestionable Sexism  Ã‚        Ã‚   Shakespeare’s tragic drama Othello features sexism as regular fare – initially from Brabantio and Iago, and finally from Othello. Let us in this essay explore the occurrences and severity of sexism in the drama.    In â€Å"Historical Differences: Misogyny and Othello† Valerie Wayne implicates Iago in sexism. He is one who is almost incapable of any other perspective on women than a sexist one:    Iago’s worry that he cannot do what DesdemonaRead More othello Essay545 Words   |  3 Pages jealousy In the play Othello, jealousy is shown to be very evident through the actions of the characters. Jealousy is an emotion that everyone shares, and it is ultimately responsible for the tragic ending of the play. Everyone feels jealous at certain times of their lives, and this feeling can cause people to do irrational things. This human emotion also shows people to be weak in the sense that they are never happy with what they have. Shakespeare shows through Othello, Iago, Roderigo, and BrabantioRead MoreEssay Othello: the Abnormal1809 Words   |  8 PagesOthello: the Abnormal Five Works Citednbsp;nbsp;nbsp; William Shakespeare’s tragic drama Othello presents to the audience a very abnormal character in the person of Iago. Also can one classify the epileptic seizure of Othello as normal? Let us in this essay consider the abnormal in the play. The abnormal behavior of the ancient is partly rooted in his misogynism. In â€Å"Historical Differences: Misogyny and Othello† Valerie Wayne implicates Iago in sexism. He is one who is almost incapable of