Bill Clinton - Redefines Democratic-republican :: William Jefferson Clinton Essays

Bill Clinton - Redefines Democratic-Republican In the early 1800's, the United States was but a promising seedling in search of viable political direction. The initial parties were known as the federalists and the Democratic-Republicans, the first of which soon diminished and the later eventually bisected. The result is the two party Democrat and GOP system which the majority of politicians of current day subscribe. However, many political and economic analysts find themselves perplexed by an incredible new phenomenon radiating from the white house - the economic policies of President Bill Clinton. This dilemma has left many wondering, did we elect a democrat or a republican? Has Clinton unintentionally begun a campaign to reunite the two rivals? The telltale signs of Clinton's political ambiguity include reminiscently republican techniques of reducing the budget, creating jobs, lowered productivity, and shaping the tax code. During Clinton's 1992 campaign, balancing the budget was not among the countries main economic objectives (Miller 4). However, after close scrutiny, the economic woes of the approaching millennium were projected as "higher then we thought it would be" (Miller 4). In fact, "in the twelve years before Clinton took office, the deficit quadrupled in size" (deficit 1). As a result, Clinton must engage in creative cost cutting techniques to keep the budget under control. Money afforded to state and local governments for development programs, such as those which relieve "urban blight," will eventually be cut by two-thirds, a third more then Gingrich's last congress proposed (Rauch 2). In addition, cuts to transportation aid will prove fifty percent greater then republican propositions (Rauch 2). According to Clinton, all of these maneuvers will result in the lowering of the deficit by $600 billion, or almost one-third by the year 1998 (progress 1). Economists speculate that these reforms may produce the desired effect (Rauch 2). However, putting these measures into action may contradict one of Clinton's main election tenets - to preserve the status quo as it relates to government programs. The final budget will include one-seventh for interest on the national debt. A whopping two thirds will go toward entitlement, one sixth for defense programs and another one-sixth for "non- defense discretionary spending" (Rauch 2). Perhaps the most touted aspect of the initial Clinton administration was its ability to "create" jobs. According to the White House, almost six million jobs have been created in the past four years, and the unemployment rate in Texas has dropped from 7.5% to 5.8% (Progress 1). This is a level well below the 6% rate which many economists regard as full employment. However, there may be a great deal more then meets the eye when it comes to these "promising" statistics.

Amendments to the Constitution Essay -- First Amendment, Second Amend

The framers of our Constitution knew that time has a way of changing countries and their citizens. Our country was in a whirlwind of change in 1789 as people were experiencing freedom from the tyranny of England for the first time in their lives. Our country was being molded and formed into a great nation by the founding fathers. Expectations and rules had to be set to protect the rights of the minorities and majorities. Amendments to the Constitution were written to ensure equality for all in changing times. The First Amendment is one of the most recognized rights in the Bill of Rights. It is a basic right that seems to help define each person as an individual yet as part of an association. The amendment states that â€Å"Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the Government for a redress of grievances† (Constitution, Amendment 1) This amendment gave the right to secure and practice any religion. Religion was the reason that the Puritans left England. They wanted to be free to start their own churches and be free from religious persecution. The first amendment allows individuals the right to be part if any religion, if any, of their choosing. The vast majority of religious associations attest to this amendment: Catholics, Protestants, Scientologists, Jews, Hindus, and many, many more. United States citizens also enjoy the right to express themselves and their opinions in printed form or verbally. This is known as the freedom of the press. There are restrictions within reason, such as restrictions on libel and slander, and obscene act... ...ad a ban on handguns for 32 years. The ruling states that the Second Amendment guarantees the individual right to posses a firearm, even if they have no connection to a military organization, as long as the firearm is for law abiding reasons, such as self-defense in the home. (Fields, 2010). The First and Second Amendments will forever be ‘contemporary issues’. The rights that are guaranteed to us are the same ones that allow us to question our government and allow for change. It will be a challenge for our courts to keep up with the changing times yet keep our rights intact. These rights are part of the foundation of our society. The framers had insightful intent to include the basic rights of all people for generations. Our great nation has flourished because of these rights- they allow each all of us to be unique individuals while being completely whole.

The Devastating Effects of Alzheimer’s Disease :: Alzheimers Disease Essays

The Devastating Effects of Alzheimer’s Disease Alzheimer’s Disease is a disorder that causes the gradual loss of brain cells that impairs memory, thinking, and behavior and leads to death. Alzheimer’s Disease is not a normal part in aging. At present there is not a cure to stop the progression of AD. There are several medications on the market now for this disease. The medications theoretically help to improve or stabilize cognitive skills for people suffering from the disease. The medications may help to delay some of the more severe symptoms associated with AD. This delay of symptoms will help the patient to remain in better mental and physical health and delay the end stages of AD. If a patient with AD can delay the end stage symptoms, the quality of their life would be greatly improved. An estimated 4.5 million Americans have AD, according to the 2000 U.S. census bureau. 1 in 10 Americans said they have a family member with the disease and 1 in 3 knows someone with the disease. The lifespan is 8 years average, but someone may survive anywhere from 3 to 20 years, states the Alzheimer’s Association. There are seven stages to Alzheimer’s disease according to the Global Classification System. The first state is no cognitive impairment. There are no memory problems evident to a health care provider. The second stage is very mild cognitive decline. There are some memory lapses, but are evident to a health care provider or friends and associates. The third stage is early-stage Alzheimer’s. Word finding problems are noticeable to family and associates, performance at work or social settings impaired, reading and not retaining the information, losing valuable objects, decline in ability to plan or organize are symptoms in this stage. The fourth stage is mild Alzheimer’s with a decreased knowledge of events, inability to count backwards from 100 by 7’s and a reduced memory of personal history. The individual with AD will be subdued and withdrawn. The fifth stage is moderate Alzheimer’s disease. The patient does not know their address, phone number, name of school they went to. They will become confused about the day, date, or season. They usually do not require assistance with eating or using the toilet. The sixth stage is moderately severe AD. The person will lose awareness of surroundings and recent experiences and will forget the names of spouse or caregiver.

Dr. Pepper Essay

By using the same supplier means that DPS have to follow what the competitors such as Coca Cola and Pepsi have done for the worldwide market in particular in US. This may cause costs to grow in the future but the supplier could have the advantages in producing their product by using own distribution and packaging in long term. DPS has the opportunity to expand into international markets and to growth in the Hispanic population. Bargaining Power of Supplier Threats Economic stability is a threat that will affect DPS. At this moment of recession, consumers don’t spend money and at the same time prices for natural gas, corn, pulp and other commodities that are necessary for the company increase. Also, health concerns, preferences may affect the industry. -Substitute Products Opportunities The company may see the best opportunity in high growth and high margin categories, as well as energy drinks, ready to drink teas, juice drinks and other functional beverages. Positive external trends or changes that may help an organization improve its’ performance. Substitute Products Threats Dr. Pepper Snapple group should be aware on the substitutes product offered by the competitors. The company should maintain an excellent relationship with wholesalers and retailers such as supermarket, convenience store because they are the company promoting and selling the product to the buyer. This is in case if competitors use similar characteristics and taste as DPS, the competitors may possibly dominate the market and eliminate DPS from the industrial market. -Political-Legal Opportunities The company will follow all requirements with all laws regarding political contributions. There are surely some states that allow DPS to make political contributions surrounded by specific limits and reporting supplies by using a state beverage association. The company can not use their own facility, funds or any assets to support any political candidate unless it has an approval from Government Affairs and the General Counsel’s office. The nominal legal contributions of DPS products are allowed. -Political-Legal Threats -Technological Opportunities The company recognized that they needed to increase its efforts in advertising and distribution. Therefore, the company launched a television commercial by using famous celebrities to endorse DPS by referring to the taste and flavor and stating â€Å"Trust me, I’m a doctor. † This commercial was use in the late 1980 and early 1990s, which the strategy that worked for the company. If they come out with new commercials or old commercials with new generation it may help DPS to get more sells. -Technological Threats The larger advertising budgets of competitors can be a threat to maintaining market. Some of the technological threats may be billboards, super bowl and television.

Obama Care

OBAMA CARE Obama Care and health care reform is the same thing. The official name for â€Å"Obama Care† is the Patient Protection and the Affordable Care Act, a bill signed into law to reform the health care industry. Some aspects of Obama Care health care reform are already enacted. The Patient Protection and Affordable Care Act was signed into law March 23, 2010. Over 100 million Americans have already benefited from the new health care law.The Obama Care insurance requires that all insurance plans cover preventive services and stops insurance companies from dropping you when you are sick, as well as offering a number of other reforms and protections. Obama Care's goal is to provide affordable health insurance for all US citizens and to reduce the growth in health care spending. Obama Care does not replace private insurance, Medicare, or Medicaid. The Fact is that Obama Care gives 47 million women access to preventive health services and makes it illegal to charge women diff erent rates than men.Obama Care also gives seniors access to cheaper drugs, free preventive care, reforms Medicare Advantage, and closes the Medicare Part D. The AARP agrees, costs won't rise because of Obama Care, if anything, the improvements to the system will decrease the average cost of health care for seniors. Obama Care also states that â€Å"affordable insurance† means that you pay no more than 8% of your annual income on insurance. Obama Care ensures that there are no out-of-pocket costs on patients receiving mammograms and colonoscopies which are two of the most widely used forms of preventive health care.Obama Care's new Medicare Value-Based Purchasing Program means hospitals can lose or gain up to 1% of Medicare funding based on a quality v. quantity system. Hospitals are graded on a number of quality measures related to treatment of patients with heart attacks, heart failures, pneumonia, certain surgical issues, re-admittance rate, as well as patient satisfaction . Obama Care Mandates that those who choose not to purchase insurance will have to pay a tax â€Å"penalty† unless they qualify for an exemption. Exemptions from Obama Care's tax â€Å"penalty† mandate are available to a number of Americans.The mandate exemptions cover a variety of people, including: members of certain religious groups and Native American tribes; undocumented immigrants (who are not eligible for health insurance subsidies under the law); incarcerated individuals; people whose incomes are so low they don't have to file taxes (currently $9,500 for individuals and $19,000 for married couples); and people for whom health insurance is considered unaffordable (where insurance premiums after employer contributions and federal subsidies exceed 8% of family income).Starting Oct 1st, 2013 the Obama Care online health insurance exchange is where all Americans can buy affordable quality health insurance. Those under the 400% FPL and employers will be able to use s ubsidies to purchase plans at an average of 60% less than they pay now. The Obama Care Insurance Exchanges Online Market Place are implemented in 2014 health insurance premiums is projected to drop dramatically for many Americans. Low-income Americans will enjoy more Obama Care pros than cons.Since Obama Care works on a sliding scale most low income Americans, especially those without insurance, will see nothing but benefits. Medicaid expansion will cover over 15 million previously uninsured low-income individuals and families below the 133% FPL mark. All Americans (including Congress) will be able to buy their health insurance through the exchange as long as they are above the poverty level (those Americans will be covered under Medicaid expansion).Anyone (except congress) can opt out and keep their current health insurance, pay a tax, purchase private insurance or stay with their private health insurance company. The cons of Obama Care for low-income Americans are that some states will have the option of opting out of coverage for their poorest, despite 100% federal funding for the first year and 90% thereafter. In some cases rejecting Medicaid Expansion isn't just about saving money. It’s actually a politically driven move to â€Å"break† Obama Care.The opt-out is projected to leave 2 to 3 million low-income Americans without coverage. Some State reps are trying to â€Å"break† Obama Care. It's no secret a portion of the GOP wants to repeal Obama Care, they just so happen to have a strategic plan that includes â€Å"breaking† the Exchanges and Medicaid Expansion. Obama Care isn't just going to go away, but while the battle goes on Americans continue to be caught in the crossfire. It's also worth noting that the amount of uninsured Medicaid eligible Americans differs from State to State.Obama Care is projected to cost $1. 1 trillion over the next ten years, and in order for the program to work as intended this is going to include funding from the tax payers and from the States. However, the end result of Obama care spending is a $200 billion dollar reduction of the deficit over the next decade, states also receive between 90 – 100% of funding for most Obama Care related programs they set up. A few states including Nevada and Michigan have done studies that show how the States can save billions with Obama Care.Health Insurance companies stand to make billions, despite a loss on profit per plan, since they will be insuring millions of new Americans. In conclusion the Obama Care health care program will benefit all Americans from the bottom of the barrel to the top dogs in the congress. It will also help the US repair the economic deficit. The states that are trying to opt-out need to see the benefit of this plan. They are putting too much Infosys on money and not enough focus on the well-being of the American people. Clarence Boyd 16 April 2013 Obama Care OBAMA CARE Obama Care and health care reform is the same thing. The official name for â€Å"Obama Care† is the Patient Protection and the Affordable Care Act, a bill signed into law to reform the health care industry. Some aspects of Obama Care health care reform are already enacted. The Patient Protection and Affordable Care Act was signed into law March 23, 2010. Over 100 million Americans have already benefited from the new health care law.The Obama Care insurance requires that all insurance plans cover preventive services and stops insurance companies from dropping you when you are sick, as well as offering a number of other reforms and protections. Obama Care's goal is to provide affordable health insurance for all US citizens and to reduce the growth in health care spending. Obama Care does not replace private insurance, Medicare, or Medicaid. The Fact is that Obama Care gives 47 million women access to preventive health services and makes it illegal to charge women diff erent rates than men.Obama Care also gives seniors access to cheaper drugs, free preventive care, reforms Medicare Advantage, and closes the Medicare Part D. The AARP agrees, costs won't rise because of Obama Care, if anything, the improvements to the system will decrease the average cost of health care for seniors. Obama Care also states that â€Å"affordable insurance† means that you pay no more than 8% of your annual income on insurance. Obama Care ensures that there are no out-of-pocket costs on patients receiving mammograms and colonoscopies which are two of the most widely used forms of preventive health care.Obama Care's new Medicare Value-Based Purchasing Program means hospitals can lose or gain up to 1% of Medicare funding based on a quality v. quantity system. Hospitals are graded on a number of quality measures related to treatment of patients with heart attacks, heart failures, pneumonia, certain surgical issues, re-admittance rate, as well as patient satisfaction . Obama Care Mandates that those who choose not to purchase insurance will have to pay a tax â€Å"penalty† unless they qualify for an exemption. Exemptions from Obama Care's tax â€Å"penalty† mandate are available to a number of Americans.The mandate exemptions cover a variety of people, including: members of certain religious groups and Native American tribes; undocumented immigrants (who are not eligible for health insurance subsidies under the law); incarcerated individuals; people whose incomes are so low they don't have to file taxes (currently $9,500 for individuals and $19,000 for married couples); and people for whom health insurance is considered unaffordable (where insurance premiums after employer contributions and federal subsidies exceed 8% of family income).Starting Oct 1st, 2013 the Obama Care online health insurance exchange is where all Americans can buy affordable quality health insurance. Those under the 400% FPL and employers will be able to use s ubsidies to purchase plans at an average of 60% less than they pay now. The Obama Care Insurance Exchanges Online Market Place are implemented in 2014 health insurance premiums is projected to drop dramatically for many Americans. Low-income Americans will enjoy more Obama Care pros than cons.Since Obama Care works on a sliding scale most low income Americans, especially those without insurance, will see nothing but benefits. Medicaid expansion will cover over 15 million previously uninsured low-income individuals and families below the 133% FPL mark. All Americans (including Congress) will be able to buy their health insurance through the exchange as long as they are above the poverty level (those Americans will be covered under Medicaid expansion).Anyone (except congress) can opt out and keep their current health insurance, pay a tax, purchase private insurance or stay with their private health insurance company. The cons of Obama Care for low-income Americans are that some states will have the option of opting out of coverage for their poorest, despite 100% federal funding for the first year and 90% thereafter. In some cases rejecting Medicaid Expansion isn't just about saving money. It’s actually a politically driven move to â€Å"break† Obama Care.The opt-out is projected to leave 2 to 3 million low-income Americans without coverage. Some State reps are trying to â€Å"break† Obama Care. It's no secret a portion of the GOP wants to repeal Obama Care, they just so happen to have a strategic plan that includes â€Å"breaking† the Exchanges and Medicaid Expansion. Obama Care isn't just going to go away, but while the battle goes on Americans continue to be caught in the crossfire. It's also worth noting that the amount of uninsured Medicaid eligible Americans differs from State to State.Obama Care is projected to cost $1. 1 trillion over the next ten years, and in order for the program to work as intended this is going to include funding from the tax payers and from the States. However, the end result of Obama care spending is a $200 billion dollar reduction of the deficit over the next decade, states also receive between 90 – 100% of funding for most Obama Care related programs they set up. A few states including Nevada and Michigan have done studies that show how the States can save billions with Obama Care.Health Insurance companies stand to make billions, despite a loss on profit per plan, since they will be insuring millions of new Americans. In conclusion the Obama Care health care program will benefit all Americans from the bottom of the barrel to the top dogs in the congress. It will also help the US repair the economic deficit. The states that are trying to opt-out need to see the benefit of this plan. They are putting too much Infosys on money and not enough focus on the well-being of the American people. Clarence Boyd 16 April 2013

Course Project, Notes to Consolidated Financial Statements

Notes to Consolidated Financial Statements Note 1 Business and Summary of Significant Accounting Principles (10 items) Description of Business The Open-Road Motorcycle Company is the largest online retailer of salvage title motorcycles. We are focused on bringing the customer the best value on entry level motorcycles by providing lower prices than our competitors. Our motorcycles are sold all over the United States, and we currently have 30 stores all across the country. Property, Plant and Equipment All property, plant and equipment are stated at cost and depreciated over their useful lives.All depreciation expense incurred is derived using the straight line method. We do not depreciate our land. We estimate our useful life for our assets accordingly; buildings have a 40 year life, computer equipment has a 5 year life and the repair equipment a 15 year life. The estimated lives of our assets are reviewed periodically to determine if any impairment is present so the useful lives and depreciation can be adjusted for accuracy. Short-term Investments All of our investments are comprised of trading securities comprised of debt instruments in different industries.The securities are reported at fair value with any unrealized gains and losses stated on net income. Securities that are still held at the end of the fiscal year are evaluated and are adjusted if necessary. Inventory Valuation All of our merchandise on our website is recorded at cost or fair value, whichever is lower. The salvage motorcycle inventory is recorded at cost. We value our inventory using the average method. If the motorcycle is considered â€Å"unsellable†, it becomes disassembled and sold for parts.All parts received from motorcycles that have been disassembled are not recorded because the cost has already been recorded from the original purchase. The motorcycle would be written off as a loss on net income and all sales from the parts are considered gains and are stated on net income. Re fer to Note 2. Costs of Goods Sold Our Costs of goods sold is the cost of the motorcycles purchased, direct labor and depreciation expense. It includes all shipping and handling costs, air freight, train, and truck costs in received the merchandise and or motorcycles. Revenue RecognitionAll revenue generated from sales of inventory are realized when it has been earned. Generally when the item purchased arrives and the ownership transfers. All shipping and handling costs are included in the sales price. Revenues earned from sales are stated net of tax. Sales from disassembled motorcycles are listed as gains or losses on net income. Advertising Costs All costs associated with the marketing our website, which include television and internet ads, are expensed when incurred. Typically our advertising costs stay the same every year at $4 million, since our beginning in 2006. Accounts ReceivablesWe record accounts receivables at net realizable value. This value is the remainder of the amou nt due on sales on credit less estimated uncollectable amounts. We calculate our estimated amount based on past write-offs. Our company credit policy extends a 30 day period in which the full payment is due upon completion of sale. The item must have a prepayment of at-least 50% of the motorcycle sales price before it is shipped. We believe that because of this policy the amount of uncollectable revenue is reduces and sales have increased. Contingencies Our company is currently involved in a lawsuit pending a settlement agreement.A former employee was injured in an accident involving improper handling of the shipment. The settlement is considered probable and the estimated cost is $2 million. This amount is stated in current liabilities. Refer to Note 4. Pension and Other Postretirement Benefit Plans Our company contributes to pension and other postretirement health care plans for all of our employees. We contribute 3% of gross wages into a retirement fund specified by each employee . Refer to note 11. Note 2 Inventories Our inventory is comprised of salvaged motorcycles and fully repaired motorcycles.Inventories are valued at the lower of cost or market. We base our cost on the average cost method. Repaired motorcycles have title and labor costs included in the basis of valuation. Inventories consisted of the following (in millions): December 31, 2011 2010 Salvage motorcycle inventory $ 300 $310 Repaired motorcycle inventory $250 $200Total inventories $550 $510 Note 3 Property, Plant and Equipment The following table illustrates our property, plant and equipment (in millions): December 31, 2011 2010 Land $ 600 $ 550 Buildings and garages 900 700 Machinery, repair and computers 00 350 1,900 1,600 Less: accumulated depreciation 350 300 Property, plant and equipment – net $ 1,550 $ 1,300 Note 4 Contingencies and LiabilitiesOur company is currently involved in a lawsuit that is pending a settlement. The approximate amount of the settlement is $2 million. We have determined that the contingency is probable and the amount of the settlement is accurate. This amount is stated on the consolidated balance sheet for the current period. Note 5 Changes in Accounting Principles or Estimates We are currently using the average cost method for inventory valuation in place of LIFO.We have determined this method is more accurate for valuation because prices tend to fluctuate and may skew net income unfavorably. Note 6 Post Balance Sheet Events Our company continually evaluates its motorcycle inventory to determine cost and its ability to sell. If a significant amount of inventory is deemed obsolete or â€Å"unsellable,† it is adjusted in the next period. The amount is deducted from inventory and written off as a loss.The motorcycles then become disassembled and all revenue generate from the parts are considered a gain. Note 7 Mergers and Acquisitions We recently acquired Pristine Paint Jobs Company during the year for $50 million. We acqui red all buildings, land, equipment and certain patents on paint jobs. We have decided to expand our operations by completely restoring salvage motorcycles for a lower price. The following table illustrates the assets and liabilities received from the purchase (in millions):Cash $ 3 Inventory 10 Equipment 35 Property, plant and Equipment 45 Total assets acquired 93 Accounts payable 40 Long-term debt 40 Total liabilities acquired 80 Total net assets acquired $13 Note 8 Lease Obligations We currently lease a special modification machine that restores the engine and parts to 95%. The lease agreement is based on a 5 year term for $500,000 a year. The following table illustrates our payments for the term of the lease.Years ending December 31, Lease Payments 2011 $500,000 2012 $500,000 2013 $500,000 2014 $500,000 2015 $500,000 Total cost of the lease $2,500,000 Note 9 EPS Our company has 200,000 shares authorized with 100,000 outstanding. We have no preferred stock or treasury stock. The following table will illustrate the current and previous earnings per share. 2011 2010Net Income (in millions) $ 5 $ 4 Number of shares outstanding 100,000 100,000 EPS $50 $40 Note 10 Long-Term Debt With the acquisition of Pristine Paint Jobs, we acquired $40 million in long-term debt. Our long term debt prior to the acquisition was $25 million. Our long term debt consists of a $25 million note payable at a fixed interest rate of 1. 5 percent due December 31, 2040.The following illustrates the long term debts acquired from the purchase of Pristine Paint Jobs. * $20 million total principal amount of notes due November 20, 2035, at a fixed rate of 1 percent; and * $20 million total principal amount of notes due November 20, 2035, at a fixed rate of 1. 5 percent. Note 11 Employee Pension Obligations We continue to contribute to employee retirement plans for all of our employees. These pension plans are funded and are based on salaries and years of service. The total contri bution for the year is $10 million. In 2010 our total contribution was $9 million. We contribute 3% of employee wages into the plan. The increase in contribution is due to the increase of our workforce.

Industry Analysis: Airline Companies Essay

The airlines industry contains diverse types of players that compete in distinctive niches each with different business models. Airline companies owned by the State characterized the airlines industry into the 1980s. Because of privatization, this model no longer exists in Europe or in the U.S., but it is still present in Asia and Africa. Standard airline companies offer scheduled flights with flight connections, at least two classes on board, and other services such as in-flight entertainment, frequent flyer program airport lounge, food, etc. The majority of their revenues are earned through ticket sales. Low-cost airline companies offer scheduled flights with only one class on board and without additional service on board like in-flight entertainment, frequent flyer programs, airport lounges, etc. Their business model is different from the standard company because they have a different form of income through the ticket price. Ryanair and EasyJet fall into this category. Regional airline companies offer scheduled flights, usually with small airplanes and for short distances; they previously worked on behalf of other big airline companies (standard, major, government-owned) some of which owned a regional company to provide short route flights. Examples are US Airways Express owned by US Airways and Air Dolomiti owned by Lufthansa. Cargo airline companies offer freight transport. Some cargo airlines are divisions or subsidiaries of larger passenger airlines like Air France Cargo or Alitalia Cargo, but there are also independent companies like DHL and FedEx. Industry competitors are also known to build alliances. Reasons for airline companies to build alliances: scale economies, access to markets or technology, market power, and lower operating costs. Many alliances start as a code-sharing network whose benefits are cost reductions from sharing of sales offices, investments and purchases in order to negotiate extra volume discounts, operational staff (g round handling personnel and check-in and boarding desks), and operation facilities (catering or computer systems). We can find drivers for different types of alliances and divide them into three categories: deregulation of the industry, changes in customer preferences, and changes in technology and infrastructure. Deregulation has opened up the market and led to intensifying competition and consequently a battle to secure market presence and decreased costs. Changes in customer preferences comprise such factors  as overall globalization of businesses, the diminishing role of airline nationality in customers’ choices and the preference by customers for high flight frequencies, and seamless connections to nearly any point in the globe. Technological and infrastructural changes include the introduction of medium size long-range aircrafts and the development of sales and distribution technology (i.e. the Internet and many airports in many areas). The strength of buying power that firms face from their customers, and thus the sharing of the value created by the transactions, depends on two fa ctors: buyer’s price sensitivity and their relative bargaining power. The airline industry shows two sources of potential price sensitivity. First, the importance of flight cost as a proportion of total cost of travel; this is exemplified in leisure travel where price typically represents twenty-five percent of total travel costs. The exact percentage varies depending on the length and type of travel, and increases in the non-liberalized markets. Secondly, the low or non-existent differentiation perceived by the customers increases the willingness of the buyer to switch airlines on the basis of price. Deregulation has increased price competition and has exposed buyers’ price sensitivity. A study by Gillen, Morrison and Stewart found substantial demand elasticity. It established that business travelers are usually less price-sensitive (less elastic) than leisure travelers, and that elasticity on short-haul routes are generally higher than on long-haul routes, a result explained by the presence of potential substitute for the first. The bargaining power of buyers relative to that of the seller is considerably by the size and concentration of buyers relative to producers as well as the buyers’ switching costs. The airline industry has achieved 598 billion of revenue in 2011, carrying 2.75 billion passengers. These figures clearly show that a large number of buyers have very small individual purchases compared to industry revenue, thus losing a single traveler has a low impact on the total revenue. Although we can say that this first factor is favorable for the airlines, in the airline industry switching costs are relatively low, because of the minimal search costs to find alternative suppliers, and learning costs, linked to the specific knowledge required to use a product, as well as the total absence of emotional cost, and psychological and social risk. Airline companies have successfully tried to increase them through frequent flyer programs, which  create advantages to the customer for their loyalty. Finally we can state that the relative bargaining power of buyers is medium, because of the opposite effects of the two described factors. However, when considering the high price sensitivity and the relative economic power of buyers their share of the created value is relatively high. Prices and profits within an industry depend on buyers’ propensity to substitute its products with existing alternatives based on their prices and performance. Air transportation does not have any perfect substitutes for intercontinental flights, however, short-haul routes, have potential substitutes: car, bus, and train. Cars are higher in convenience, allowing the traveler to reach the place nearest the final destination, but are limited by potential traffic and other complications. Moreover the trend of rising gas prices in recent decades has dramatically reduced the feasibility of driving. Busing is a similar substitute to driving, but is less convenient though frequently less expensive. We consider trains to currently act as the main substitute to air transportation. The development of high-speed rails, mainly in Europe and Asia, allows for a huge decrease in the transportation time by train. Considering that trains are often cheaper than flights and allow travelers to reach a destination nearest their final one, they represent a formidable substitute for air transportation. We observed the existence of high supplier power in the airlines industry. These suppliers predominantly consist of airplane providers, airports, labor unions, and fuel providers. These suppliers increase competition in the airline industry as well as decrease the profit potential for airlines by raising prices, decreasing product quality, and by making products scarce. Boeing (US) and Airbus (EU) largely dominate the global airline supply industry. The reduction in product availability resulting from long waitlists, including Boeing’s three years waiting period for the 777 jet, and design/production delays cause complications for airlines attempting to update or expan d their fleets. The new airplanes are designed to increase fuel-efficiency therefore, delays to upgrade may result in higher fuel costs and airlines that do not plan accordingly may also spend more on maintenance and repair costs. Airlines’ technological competitive advantage may largely depend upon being at the top of the waiting list. Boeing and Airbus have the advantage of scarce product availability and expensive prices which gives them high supplier power.  Airlines must pay airport-landing fees. Each airport has different rates for landing fees that are based a measurement of aircraft size that is also unique per airport. In 2007 IAD charged $2.13 per 1,000 pounds of maximum landing weight. This price is on the lower end of a spectrum that can peak around $4.59 charged by DFW the same year. High traffic airports will charge greater airport-landing fees knowing that airlines will pay them in order to have access to those customers. Although the airports’ supplier power is not as high as the airplane providers, they still have a high supplier power because they are able charge higher prices. In addition, the majority of airline industry labor is unionized, which contributes to high supplier power in the industry. This means that in the event of disagreements between airlines and their employees there is an organized system for the employees to unite under. Unions include, Association of Flight Attendants, the Air Line Pilots Association, National Association of Air Traffic Controllers, and the Transport Workers Union. Collective bargaining by these unions raises the cost of labor for airlines making it more difficult to compete on a low cost strategy. Rising fuel costs are also a constant struggle for airlines to maintain. Fuel costs are estimated to be approximately thirty percent of operating cost for each airline. Some companies combat this by hedging costs, but even with these measures airlines have very little control over fuel prices. The ability of fuel providers to decrease the profit potential for airlines and increase fuel costs gives them high supplier power. The capital investment required to start an airline industry alone is a huge barrier to entry. Some of the required equity includes many fixed assets that lead to low profit margins and perhaps the lowest return on equity among competing airlines. The industry is also characterized by a large contribution margin; variable costs are particularly low compared to fixed. Variable costs are: landing fees, paid by the carriers according to the number of passengers, and catering and selling fees, paid mainly to online sellers and travel agencies. Staff, fuel, airplane maintenance and leasing, and amortization and depreciation determine fixed costs. Given the high contribution margin, volatility in the volume of passengers seriously impact companies’ operating profit losing a customer means a large loss for the company. Government regulation limited competition with rules about prices and routes, but deregulation drove the  industry towards ticket price competition. Because of this the traditional business model became unsustainable for almost everyone already present in the business. The deregulation of the airline industry has also given rise to the competitive pricing environment, which enables airlines to freely set price s in order to compete. Airlines have created complex pricing models that essentially improve their service to customers. With the combination of affordable ticket prices and increased availability of travel options, the total customer base has increased significantly. Moreover this difficult situation is compounded because of the low switching cost and lack of brand loyalty. Depending on geographical location and competition, the airports and airplanes comprise such a significant portion of the cost that it is very challenging for any airline to make a profit. Large airlines are able to offset these costs with economies of scale. Airlines must invest in R&D, technology, and management in order to provide services to customers at some profit. Large airlines have also established a global presence that makes it extremely difficult for small, local startup airlines to gain some degree of advantage. A hub of concentrated alliances in vital geographical locations also make it difficult for new airlines to compete. Such alliances provide a network among allies that enable them to efficiently capitalize on their marketing and advertising strategies. Large marketing and advertising efforts are spent in the hope of capturing a large share of the market, and frequent flyer programs are created in an effort to secure this market share. Nevertheless, the regulatory hurdles within the airports are extremely challenging for new entrants. There are a number of federal requirements that airlines must obtain within an airport to include the use of airfields, terminal facilities, limitations on capacity, specifically take-offs and landings, to resolve the issue of air traffic congestion. In addition, the bargaining power of suppliers makes it difficult for new airlines to enter. Today, the two major airline suppliers, Airbus and Boeing, have already established exclusive agreements with firms within their value chain that make it very difficult for new entrants to enter the industry. The high-risk of the airline industry is one of the aspects that make it very unattractive. In the firm analysis we wish to focus and understand how a traditional flagship company and a new low cost carrier has faced this strategic challenge in an unattractive industry. Ryanair The Ryan family with little capital and a staff of twenty-five people founded Ryanair in 1985. In 1986 Ryanair obtained permission from the regulatory authorities to challenge the British Airways and Aer Lingus, flagship of Ireland, a high fare duopoly on the Dublin-London route. In 1991, after an uncertain start and loss accounts, Michael O’Leary got the task of restructuring the company by adopting the economic model â€Å"low fares / no frills†, which was used successfully by Southwest Airlines. In 1995, Ryanair overtook Aer Lingus and British Airways to become the largest passenger airline on the Dublin-London route (the biggest international scheduled route in Europe) proving that Ryanair’s low fares, high frequency formula continues to win acceptance in every market between Ireland and the UK. The European Union finally completed the â€Å"Open Skies† deregulation of the scheduled airline business thereby enabling airlines to compete freely throughou t Europe. In January 2000, Ryanair launches Europe’s largest booking website – www.ryanair.com and becomes the only source of low airfares in Europe. Ryanair spotted opportunities in the market arising from the inefficient traditional business model adopted by the flagship companies; issues such as inflexible labor roles, high staff numbers and salaries, and extravagant airport fees could work adequately only within the previous regulatory constraints. In this environment Ryanair has been able to build a cost competitive advantage that offers air transportation services that are more valuable to its customers than similar offers for a simple reason, price. The airline, in its effort to achieve becoming the lowest cost European airline, has implemented a double faced strategy: it has completely changed its core and complementary services mix and it strives to reduce costs in any possible way, thus dramatically reducing its the core service, air transportation, price, and created new sources of revenue. Ryanair has a different kind of revenue in respect to the other airline carriers. For standard airline companies revenue is made by ticket prices, but not for Ryanair. The goal of the firm is to grow the number of passengers through cost reduction, which allows the company to offer low-ticket prices. Ryanair targets price sensitive consumers, such as young people or occasional travelers that usually use substitute products like trains and cars. The company offers tickets for a price that does not allow  them to cover all operative costs, but their cost structure is built so they get other revenue from additional services. Ryanair charges their customers for the accessory services they offer; the only service that is included in the ticket price is the flight. There is no food service during the flight, there are no assigned seats on the plane, customers must pay for checked baggage, and they pay an extra fee for booking with a credit card. These service charges account for the thir ty percent of the company’s total revenue. On average they charge every passenger 10.8â‚ ¬ when the normal price of a one-way ticket is 50â‚ ¬. With this business model the company does not need to hire as many employees because some the services are provided by the customers, one example is the check in line that is mandatory if you do not want to pay 50â‚ ¬ for every boarding card. This has brought the company to an important cost advantage position with respect to competitors, and their cost structure allows them to win every price war battle. Under the guidance of O’Leary, Ryanair has always sought to reduce its costs, sometimes â€Å"maniacally†. The first element of this effort is their fleet. The company’s fleet history can be split into two epochs. In the beginning, Ryanair followed the behavior a lot of small low-cost companies and bought whatever best met its needs in terms of price, passenger volumes, and financing abilities, this resulted in a fleet with many different types of aircra fts with many different capacities and requirements. This attitude changed in 2002 when Ryanair ordered a hundred of Boeing 737-800, its first move in creating a standardized fleet. Currently the airline has a fleet of 305 Boeing 727-800s with a unique design characterized by having the maximum density possible and the lowest average age among competitors. All these features allow for lower maintenance costs, training costs, fuel consumptions, and cheaper parts and equipment supplies. Regarding aircraft usage, Ryanair has some particular features, mainly focused on reducing turnaround time and fuel consumption, such as choosing to land at secondary, less congested, airports, avoiding large hubs, relying on point to point routes thus maximizing aircraft flying time, and imposing strict fuel consumptions limits on its pilots to avoid repetitive refueling. Ryanair’s human resource policy clearly shows its effort to cut costs. Personnel, both cabin crew and pilots, has a dominant variable component on salary, this is based on hours flown, the same or increased duties relative to other airline  employees, training, uniform costs at the employees own expense, and no trade union representation. Despite the inevitable high turnover ratio and disgruntled employees, these policies allow the company to have a very flexible and relatively cheap labor force. Another important cost advantage is in flying to secondary airports; this policy allows the company to dramatically reduce its fees cost. Frequently Ryanair is the only one that carries in these airports, therefore their and all the linked business’ subsistence revolves around the company having a large bargaining power and some government subsides. Ryanair changed the environment of the industry. Before air transportation was perceived like an elite way of travelling, in fact high prices of the tickets pushed people to use substitutes for the short haul routes, such as car and train. Ryanair’s prices changed the people mind, allowing airplanes to be used more often for short vacation on weekends or even daily. Its main competitor is EasyJet, which uses a â€Å"lighter† low cost business model, focusing on different kind of customers such as business travelers, although with lower margins. The two main differences are its use of primary airports, giving more convenience to the customers, and its unionized labor force. Our analysis regarding to the potential recommendation for Ryanair has started from the consideration that its business model has been successful in facing the challenge and we have identified three possible directions. First, Ryanair could enter into the intercontinental market with new routes between Europe and the U.S. This market is characterized by high ticket prices (a minimum of 500â‚ ¬ round trip). Although the company could utilize some of its sources of cost advantage, such as intercontinental point-to-point routes, personnel policy, revenue from supplementary services, its cost advantage is not completely replicable in this context. Indeed it would have to buy new long distance carriers with more capacity. Sacrificing their fleet standardization and intercontinental flights requires high turnover time for refueling, and the possibilities of using secondary airports are limited by legal issues concerning the necessity of opening new borders. Another potential recommendation is to enter the Chinese domestic market which is a fast growing market (forecasting states that it will represent the 23% of the worldwide growth in passenger number in 2010-2020) and the second largest air travel market in the world behind USA. However, there are some  current constrains, mainly that airport systems are still in development, with a total number planned to increase from 175 to 270 in 2010-2020, and a relatively restricted middle class, only 10% of the country population although strongly growing. According to the present market environment we believe that this might be the best alternative in 5 to 10 years. We believe that currently the best recommendation is maintain its focus on Europe, increase its market share in countries mainly served by Easyjet, such as Turkey and East Europe. We recommend that Ryanair enter the intercontinental market, characterized by high-ticket prices, with new routes between Europe and the U.S. Ryanair could benefit by utilizing some of its sources of cost advantage. Ryanair could use secondary airports in the U.S. and through its intercontinental, point-to-point, routes focusing on the main tourist and business cities. Its personnel policy could also be applied in this market; by offering low core service prices they could increase their revenue with supplementary services. Ryanair could develop an alliance with Southwester Airlines using the same airport and split their transatlantic flights, thus increasing the passenger volume for both companies in their core business continental flights. Lufthansa Since its inception in 1953, the Lufthansa German Airline has been regarded as a premier airline company that has become the largest airliner in Europe. They have diversified both locally within Europe and globally. Their key strategic efforts have led them to be the founders of the world’s largest airline alliance, Star Alliance. They have diversified into various business segments to include â€Å"passenger airline groups, logistics, MRO, catering and IT services. With this combination of efficient business segments, the airline group has been able to generate more than 30.1 billion euros, the highest revenues compared to other European airlines. Lufthansa’s main strategy is to increase the equity/value of the company, maintain and also improve their exceptional reputation on customer satisfaction, be very robust during economic fluctuations, and maintain profitability. In an industry involving high operational costs; where competitors are increasing moving towards c ost advantage strategies Lufthansa aims to meet their strategic goals through a differentiation advantage that emphasizes customer service, alliances, and its reputation as a premium full-service airline. An important resource for Lufthansa is its extensive fleet. Lufthansa Passenger Airlines has a fleet that currently consists of more than four hundred aircrafts; they also enjoy a first-mover advantage by being the launch customers or early adopters of many different aircrafts. These include acting as a launch customer for Boeing 747-8I in 2006 and being the second to operate the Airbus A380 in 2010. By consistently participating in fleet renewal Lufthansa is able to regularly update to more cost-efficient and more environmentally friendly aircrafts. In July of 2011 a Lufthansa Airbus A321 was used in a six-month bio fuel trial expected to reduce CO2 emissions by up to 1,500 tons in the trial period. Lufthansa’s extensive and modern fleet enable the airline to have extensive global reach, cutting edge aircraft technology to increase efficiency, and environmentally conscious technology to define a new environmental industry standard. This attention to fleet quality ensures that customers have an excellent flying experience that is not hampered by old and inefficient planes. Passengers are also able to enjoy the distinctions accompanied with first, business, and economy class. First class seats convert into a bed and seats in all classes feature personal Audio-Video-On-Demand screens. In addition, attentive staff on all flights generously offers a wide range of complimentary food and beverage. Many terminals include lounges for First Class flyers; Frankfurt Airport even features a First Class Terminal that sports a full-service restaurant, bar, cigar lounge, relaxation rooms, offices, and even bath facilities. 55,236 employees as of 2012 are trained to deliver the highest quality customer service. Lufthansa operates as an upscale airline and is therefore able to charge premium pricing to absorb the costs of providing such exceptional customer service. Despite the higher ticket prices the services and ease of use for customers are incomparable to other airlines and often leads first time passengers to become loyal users. Lufthansa services eighteen domestic destinations and one hundred and ninety seven international ones. Its global reach is one of Lufthans a’s key resources; it allows the company to provide greater and improved service to customers. These resources are greatly supplemented by the abilities of the other activities of the Lufthansa Aviation Group and by their participation in the Star Alliance. The Lufthansa Aviation Group is a parent company made up of the passenger airline business, logistics, maintenance, repair, and  overhaul, catering, and IT services. The ability of these sister companies greatly supplement the resources of the passenger airline business. The Star Alliance is another key resource that now operates with twenty-eight partners and services four hundred and ten worldwide destinations. The alliance captures twenty-eight percent of the global market measured by revenue passenger kilometers. Because the frequent flyer program Miles & More is transferable among all members it aids to broaden the scope of Lufthansa’s reach. The alliance makes up the world’s largest airline alliance and is the world’s first multilateral airlines alliance. The abilities of Lufthansa’s othe r alliances would not be possible without OAG, who describe themselves as, â€Å"the most powerful schedule connections analysis tool for modeling flight connections between every airline flight, anywhere.† OAG’s services provide them with current, detailed, and accurate data that enables Lufthansa to drive efficiency and optimize its business processes. The changes Lufthansa makes from this data analysis increase customer satisfaction while reducing costs and increasing revenue. It helps monitor competitor activity, identifies codeshare opportunities, and manages partner schedule synchronization. Due to the timeliness of this data the firm has the capability to quickly react to market changes and counter-attack other competitors’ advantages. Excellent customer service is ensured through the critical connection of this data that enables Lufthansa to continuously improve the customer completion and baggage processing metrics. Lufthansa’s fleet renewal, customer service, terminals, and alliances are scarce resources that are difficult to imitate. The fleet, terminals, and alliance are difficult to imitate because of the sheer size and scale of these resources, whereas its service is costly and would be difficult to incorporate into any firm that does not have the cost structure and capital resources to support it. As the majority of airlines already compete by cost advantage, we feel that Lufthansa would be disadvantaged if they attempted to replicate that strategy. Therefore, we recommend that Lufthansa expand its premium customer service differentiation advantage by partnering with hotels that also provide excellent customer service in areas near its terminals. As Lufthansa’s fliers already value their premium customer service this partnership would ensure that passengers’ luxury experience would not end upon reaching their destination. The range of  hotels to partner with will correspond with flight class and frequent flyer status. First Class passengers will have the option to stay in top tier hotels and Economy Classes will have the option to book with upscale hotels that are more price sensitive. The Miles & More program will be expanded so that fliers earn credits by staying with these luxury partner hotels. The hope is that the fliers will have such a wonderful experience with the complementary services that they will express their delight to current hotel customers. As the hotel customers already value premium customer service it is our hope that in the future they will be inclined to book with Lufthansa as they offer such service. The success of this partnership has the potential to result in a revenue sharing agreement, in which Lufthansa will receive a percentage when passengers book with a partner hotel through Lufthansa. Their risk will also be reduced, as they are engaging in a partnership instead of attempting to enter this foreign industry alone. Although this partnership would be Lufthansa’s first non-aviation venture we believe that they will benefit by offering such a complementary service. The goal of this partnership is to connect customers that value upscale customer service with Lufthansa, who enjoys a reputation as an upscale full-service airline, to increase the ir market share; market share that their cost advantage competitors sorely need.