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buy custom Corporate Finance essay The Indian and Chinese aviation industries are among the fastest growing aviation businesses in the world. Various overseas markets have already staked claims on this profitable market. The wealth generated by these two economies means they will make up a huge majority of airline tourists (Renga and Mentges, 2010). Demand in domestic air travel will quickly be followed by demand for international flights. Inward investment from other nations of the world will count for a big section of the revenue increase that will be witnessed in the near future. International business tends to gravitate around major cities that have among other things, good transport networks. Booming economies being experienced in China and India are set to continue. This means that in the next few years means their governments will begin to focus on improving the air industry. To cut costs and expand Dan Airs revenues at the same time, it is important, for all the direct overseas flights be conducted only from M anchester, which is where the headquarters of Dan Air is (Shaw, 2007). Dan Air flights from other U.K. airports consume avoidable expenses and can cause confusion among the passengers. We want Dan Air to be easily identifiable whether by its locality or first class service. Dan Airs U. K. passengers originating from other U. K. airports must also connect via London. They can also use other airlines that with direct services. To cater to the tastes of an increasingly cosmopolitan clientele, Dan Air needs to carry out improvements in the arrangements within the planes too. Gone are the days when flying through the third world countries meant that standards could be compromised, and no complaints would be raised (Morrel, 2007). Those with the capacity to afford air transport in India and China are individuals who expect quality for their moneys worth. The interior of the planes, especially the Business Elite Class, should sport the most novel luxury. New materials will enable the employ of translucent walls and ceilings, deluging the fuselage with usual light. The sitting locations should be attractive, roomy and filled with interactive equipment. When flights are running at less than full capacity, unneeded seats should be moved to the rear. There they ar e out of sight and should be utilized in other ways. The remaining seats should then be redistributed so that every client has the maximum possible legroom. These seats should also be created with materials which are both durable and accommodating. That way, they will be able to alter to fit passengers bodies. Travelers will be reenergized with vitamin and anti- oxidant enriched air, mood lighting, aromatherapy and acupressure treatments. The center of the plane will be a high tech zone offering a range of activities. Virtual golf, conference facilities and bar and lounge settings, are just some of the improvements that can be effected (Salerno, 2010). Though it seems a drastic move to ensure comfort of the travelers while they are in our care, it will pay in huge dividends. Word of mouth, if not advertisement, will ensure that an experience on Dan Air is recommended to people who have the means to afford our services. The wealthy hobnob within their class, and a good reputation in a few of their members estimations cannot compare with millions invested in advertising gimmicks. As more Chinese and Indian households acquire disposable earnings in surplus of their requirements, a considerable share will be depleted in touristic travel. In 2006, 34 million Chinese went abroad. In the first quarter of 2007 alone, 9.7 million Chinese visited another country. Domestic travel for various purposes ahs also risen dramatically (Morisson and Winston, 1995). The Chinese Spring fiesta is usually a peak touring phase with citizens visiting their homes and other sightseer destinations. In the past, markets such as India and China have been highly regulated and have kept out the foreign carriers. This is slowly changing as their economies liberalize. The Chinese government in the past has shown interest only in developing small aircraft with 50 to 70 seats in regional flights. Tibet, Inner Mongolia, and other locations around them pose great opportunities for other carriers because they are not properly covered by present Chinese airlines. Future Demand for Air Cargo With the projected growth rate of many third world economies in the future, cargo services will form just one of the many services they will require. It is important for agreements to be sought with the governments of all these economies with emphasis on India and China. Though Dan Air currently has no cargo aircraft capable of long haul transoceanic services, it is important to expand the role of airfreights in our airports. In reference to bigger airlines that have invested in nations such as India and China among others would probably allow limited points, predetermined capacity and limited intermediate points. With increased contact, more elasticity as to steering and supplementary faculties for all cargo flights may be incorporated in the bargain. To this end, sufficient resources should be placed aside for the employ of a number of aircraft loadmasters. Aircraft Replacement within the industry To reduce operating costs, improve compliance, enhance performance, and cycle times, Dan Air should consider outsourcing procurement of air pars and planes. There are companies in the market, which while achieving dramatic cost reduction, and increasing productivity, will help identify the right outsourcing approach that maximizes efficiency (Vasigh, Fleming and Mackay, 2010). They enable clients to achieve and maintain a competitive edge over others by proffering specialized outsourcing of aircraft parts purchasing services to provide lower costs. Such offers also ensure faster turnaround and improved quality. These companies have state of the art computer soft ware, information technology equipment, and global communication services that facilitate a highly efficient supply management system. It is advisable that Dan Air utilize the services of such companies in procuring parts. These will be needed to improve the overall quality of our staple of aircraft. Managerial Style of Dan Air Good management of employees is a key factor in determining if the airline will be a success or not. It can be measured in terms of efficiency and confidence. Efficiency refers to the usefulness of each member of staff in carrying out his or her allotted task and even surpassing the requirements to deliver spectacular results. It is characteristically calculated in traveler miles per airline employee. It calls for a manager to encourage his workforce to go beyond their expected routine to give good service. This can be implemented by offering rewards for the hardworking employees, as well as promotions (Haines, 2004). Morale is more difficult to quantify as it refers to the overall satisfaction of airline employees. Poor morale shows on an employees face and can result in apprehensive customers, cancelled flights and thus lost revenue. It is important to have a human resources department that will efficiently address the concerns of employees whether they are work related or not. An issue in the home should not be assessed as unimportant since it affects the capacity of the worker to operate at their best. Fleet Management It is important for our airplanes to maximize the use of each plane and the revenue it generates. This can be achieved having many seats at cheap prices. Alternatively, after considerable improvement of the dcor of the plane, we can charge higher prices for each seat. A higher ticket cost permits proficient task force administration without the need for all voyages to be filled. The following graph demonstrates the roughly calculated expenses of implementing all these changes along with others not here mentioned. It is more than is currently being used at Dan Air, but with the mentioned improvements, significant profits will be realized by the airline. Start Up Expenses Legal and Consulting 200,000 dollars Route and Market Study 100,000 dollars Office Supplies and Stationary 10,000dollars Brochures and Marketing Materials 30,000 dollars Design Consultants 60,000dollars Corporate Insurance 20,000dollars Office Rent 50,000dollars Software and Systems development 100,000dollars Expensive Equipment and Office Furniture150,000dollars Nine Expensed Vehicles 1 20,000 dollars Public Relations and Advertising 80,000dollars Crew, Staff Training and Manuals 80,000dollars Other 30,000 dollars Total 1,010,000 dollars New Terminal The construction of a new passenger terminal is a project that will add the airlines profitability and should be considered. This will include an aircraft apron, entrance roadway, and vehicle parking area. Passengers will have a larger seating area with concessions such as restrooms and passenger amenities. It will be an energy efficient construction streamlining passenger screening and adhering to the code upholding disabled peoples rights. Cost Cutting Measures In order to ensure the continued profitability of Dan Air, there are unpleasant changes that have to be effected. We need to reduce 20% of our workforce as well as realign our current domestic route system. There are European routes that are currently not yielding the desired results and they need to be abandoned (Doganis, 2002). Pilots may have to agree to pay cuts to boost the overall revenues for an extended period of time. Accelerated fuel costs, an aging fleet badly in need of replacement and intense domestic competition have proved to be the Achilles heel of Dan Air. It also has to struggle with the fact that terrorism has led to fear in the masses. The majority of citizens began to avoid travelling via flying due to the shocking events of September 11, 2001. On that material day, all flights were temporarily halted. Even though, they were back in action the next day, they hardly conducted any business. People stayed away, and those who had to travel urgently chose to take their cars or use public buses (Crans, 1996). As countrywide fear of flying receded, it was replaced by inconveniences brought about by security measures that proved cumbersome and time consuming. For the majority of airlines, they just meant that more capital would have to be used just to stay in the running. Long lines and inevitable delays were characteristic of every airport. Severe measures were taken soon afterwards to ensure that Dan Air survived the crisis. We formed alliances with other carriers to ensure that their customers had easier connections while our seats remained filled. The ensuing trouble with the union of pilots saw several weeks of unproductive negotiations. This translates to lost revenue. Other airline workers began to demand increases in salary while refusing to work overtime in one of the airlines busiest season. Dan Air was forced to cancel 1500 flights. In this period, more workers had to be released for Dan Air to keep afloat. Taking into consideration the recession, hiked fuel prices, and war in the Middle East, the vast majority of smaller airlines at that time were hardest hit. They did not survive whereas we came out battered and bruised but still functioning. Dan Air weathered industrial troubles relatively well during that period. It was also affected by the failure of a well-known airline in which it had a significant portion of routes. Dan Airs consistent growth in times of hardship can be attributed to the stock of leaders that it has kept (Banfe, 1992). At first, dictatorial men who did not consider the opinions of the board of directors even as the company went into a slump headed it. Most of these pioneers were majority stakeholders who did not want to share power with others. They also did not believe in preparing potential successors to take over their positions when they retired. This led to a situation where every time there was a change in the top hierarchy, things would stagnate for a period while the new man in office got his bearings. He had to learn what running an international airline constituted of while in the office. Major decisions would not be made. The management did not feel able to dictate how the airline would be run if they were not the final authorities. There were the inevitable delays and grumblings from dissatisfied customers. They began identifying Dan Air by this unexplained hiatus of inactivity every time there was a change in management. Soon, without being told, the other stakeholders began to understand what caused the delays and sought to improve their choices of managing directors. This simple change led to a spike in the growth of Dan Airs revenue. Such leaders are now needed that will effect painful but essential changes to the structure of this airline. The new heads also have to find ways of instituting change that will lessen costs but not necessarily influence security. Southeastern European carriers have a reputation of operating at a lower level of service than is customary in Western Europe. Purchasing airplane parts or entire crafts from these nations, though cost effective, is inadvisable. They are perceived as less comfortable, less safe, and less reliable. These observations are often correct. The operating costs of such planes tend to be higher than those crafts that are built in the Western. The comfort, reliability, speed, and safety of a new aircraft will allow it to be the airline of preference for all governmental, business and organizational travelers. Most leisure travelers will also prefer it. State of the art navigational facilities allow the plane to operate under a wide range of climate and visibility conditions. This means that the plane will be able to undertake more trips. Safety issues will not be a deterrent due to the high technical expertise employed in the planes construction. This will translate to more profits for Dan Air. It will also reduce the incidence of flight cancellations and delays due to compulsory servicing procedures. Because of new technology and renovations, the airline will be able to charge high prices without its customers feeling conned. Local competition, unless it spots the same expert technology arraigned in the new models, will n ot be much of a threat. Airlines should set these requirements as a genesis for the running a successful airline as they are sure to benefit whichever industry implements them. Buy custom Corporate Finance essay

How to Get Your CDL in Alaska and Nebraska

How to Get Your CDL in Alaska and Nebraska This article is useful for anyone who wants to get your CDL in Alaska and Nebraska. If you want to learn about earning a CDL at other states, we have put together a comprehensive guide on how to get a CDL  in every state of the country. AlaskaAnyone  working temporarily in Alaska with  a CDL from another state can  work using their  home state CDL. But if transferring to a permanent position or moving to  Alaska full time, one must get an Alaska  CDL.To apply for a CDL in Alaska, you must:Provide proof of birthdate and identityBe 21+ years old when you apply if planning to drive inside and outside of AlaskaBe 19+ years old when you apply if planning to drive only within AlaskaHave held a regular driver’s license for at least one yearProvide your Social Security numberPass the vision, written, and road testsHave a valid medical cardWritten TestThe first part of the written test is a general knowledge test covering road rules, commercial vehicle laws, basic operati on knowledge, and safety procedures. Ever applicant takes the general knowledge test.  Once you pass this, you will be tested on other technical areas if they are applicable to your chosen vehicle.Road TestOnce you’ve passed your written tests, you must  take a road test, which is broken down into three parts:Pre-trip Inspection.  You must pass the pre-trip inspection before you will be permitted to go on to the basic skills portion of the road test.Basic Skills Test.  This test will cover maneuvers like  parallel parking, backing, alley docking, the forward stop, backward serpentine, and straight line backing. You must pass this portion of the road test before you  will be permitted to go on to the  driving skills portion of the road test.Driving Skills Test.  In this part  of the test, the examiner will ask you to perform a number of basic and complex driving maneuvers: right and left turns, intersections, urban and rural straight driving, urban and rural lane changes, freeway driving, stopping and starting, driving on curves, upgrades, downgrades, railroad crossings, bridges and under/overpasses.NebraskaWhen applying for a CDL in Nebraska, you must provide:Proof of valid U.S. citizenship or Proof of Lawful StatusU.S.-based identityA current address in NebraskaA  valid social security numberYou mustBe 21+ years old when you apply if planning to drive inside and outside of  NebraskaBe 18+ years old when you apply if planning to drive only within NebraskaTake a knowledge and skills testKnowledge TestYou are required to take one or more knowledge tests, depending on the  class of license and   endorsements you need.The general knowledge test is taken by all applicants.The passenger transport test is taken by all bus driver applicants.The air brakes test is taken if your vehicle has air brakes, including air over hydraulic brakes.The combination vehicles test is taken if you want to drive combination vehicles.The hazardous materi als test is required if you want to haul hazardous materials as defined in 49 CFR 383.5.The tank vehicle test is taken  if you want to haul any liquid or gaseous materials in tank(s) with  an individual rated capacity of 119+ gallons.The doubles/triples test is taken if you want to pull double or triple trailers.The school bus test is taken if you want to drive a school bus.Skills TestFinally, if and when you pass the required knowledge test(s), you can take the CDL skills tests. There are three types of general skills that will be tested: vehicle inspection, basic vehicle control, and on-road driving. You must take these tests in the type of vehicle for which you wish to be licensed.

Organisations and Behaviour Essay Example | Topics and Well Written Essays - 2500 words - 1

Organisations and Behaviour - Essay Example 287). These norms and values determine the way the groups and people in organizationsinteract with each other within the organization and with other stakeholders outside the organization. Different organizations have vast cultures because they depend on the organization’s nature of business. Organizational culture influences a sense of identity to the employees,which in turn enhances commitment to something larger than the usual self. This paper will analyse a summative review of Siemens organizational structure and culture and compare it with organizations. Comparing and contrasting different organizational structures and culture with that of SiemensCompany Siemens is the world’s largest electrical engineering and electronics company whose headquarters is based in Germany and has branches that operates in 193 countries worldwide (Tung 2001, p. 183). Despite that the company has operated internationally, it focused on the German home market until the 1990s when it restr uctured. This restructuring process meant that Siemens had to change its old organizational structure and culture towards a new and ethical one (Phillips & Gully 2012, p. 481). The new organizational structure and culture is complex because Siemens is a diverse company situated in diverse locations in the world. Nevertheless, the company embraces the flow of internal and external communication where semiformal strategy is utilized. More so, the leaders exercise and maintain a semi-formal attitude that encourages employees to communicate especially when considered that the company is diversifying far and wide towards other foreign markets. Wal-Mart is a renowned retail outlet in the world,whosestructure and culture were set by its founder Sam Walton. The founder had clear objectives for the companythat had to be achieved by adhering to values and principles. Wal-Mart’s organizational structure is designed in a way that it enables it to have a wide range of control because it c learly identifies employees and authority roles. More so, Wal-Mart maintains a good working environment that encourages the employees to have trust, which in turn enhances good customer services (Solomon 2004, p. 5).The company also has a strong organizational culture that depicts through its mission statement, which aims at providing better quality products at lower prices than any other competitor provides. This culture affects the company's business because it determines the prosperity of the business. Apple is a world’s outstanding high technology company based in the U.S. The structure of the company could be referred to as nonexistent because the company has no clear set principles. This means that, Apple makes its decision depending on the work at hand. The granted freedom allowed employees to make decisions at different levels and the corporate office had a hard task keeping track of spending and purchasing, an aspect that once affected Apple’s profitability (D ubrin 2012, p. 287). The culture of Apple Inc. is of a rare case because the company has no chain of command that supervises the employees. This means that the employees are self-motivated; hence, pushing them to work hard because they do not have bosses to push them around. In comparison, the three organizational structures have a common similarity of creating a friendly working environme