Cognitive-Behavioral Therapy - a Remedy for Chronic Stuttering Coursework

Cognitive-Behavioral Therapy - a Remedy for Chronic Stuttering - Coursework Example Ahmed, a 13-year old student and the focus of my case, suffers from chronic stuttering due to untreated social fear. He shows difficulty in speaking whenever he is in front of other people; particularly those whom he knows have authority over him. Hence, the objective of this reflective paper is to narrate and discuss the essential practice issues and challenges that are involved in my social work experience with Ahmed. First, the essay will explain my rationale for choosing the cognitive-behavioral theory as a model for the treatment of chronic stuttering. Second, I will narrate the challenges of social work in Saudi Arabia, particularly with regard to working with women and families. And lastly, I will reflect on my own strengths and weaknesses as a social worker based on my experience with Ahmed. In principles, in cognitive-behavioral therapies, the manner and content of patients’ speech should manifest reforms in the cognitive processing of their core problem (Bothe 2004). Stein, Baird, and Walker (1996) propose that individuals who have social anxiety and stutter would gain from cognitive-behavior therapy (CBT) sessions for social phobia. They described subjective substantiation of this in three subjects within their group who allegedly the encountered declines in avoidance, social phobia, and general disability throughout a 3-month CBT program (Stein et al. 1996). Moreover, a statement of a speech restructuring treatment course subjectively revealed the favorable outcomes of employing CBT processes along with speech restructuring therapy. Blood (1995 as cited in Onslow, Packman, Block, Menzies, O'Brien, & St. Clare 2008) merged a computer-assisted biofeedback system for easing stuttering with a relapse management course founded on the self-efficacy model of Bandura, CBT, and the relapse prevention model of Donovan and Marlatt (1980 as cited in Onslow et al. 2008). The relapse package of Blood (1995 as cited in Onslow et al. 2008) is composed of the following parts: ‘(a) problem solving, (b) cognitive restructuring/reframing, and (c) nondirective supportive counseling’ (p. 3) Four male individuals participated in the experiment, with a ‘multiple-baseline, across subjects’ (Onslow et al. 2008: 3) framework. All four subjects exhibited substantial and steady drops in stuttering throughout the trial, and these improvements were sustained at one-year follow-up. Inopportunely, the study’s design does not permit identification of the relative inputs of the psychological therapy and speech res tructuring course. No participants were given either a therapy module individually.

Health and Saftey Essay Example | Topics and Well Written Essays - 250 words - 1

Health and Saftey - Essay Example Carbon monoxide is odourless and so increase in the ambient concentration will not be detected by smell and there is no equipment in the warehouse for detecting carbon monoxide increase in ambient concentration. Therefore the reasons for this situation are the presence of carbon monoxide in the exhaust of the gas fuelled fork lifts, due to the incomplete combustion of the fuel (Rimmer & Yarnell, 2009). The first action is to move the ladies that are complaining of dizziness and nausea out of the warehouse to breathe fresh air with more oxygen to remove the effects of carbon monoxide poisoning. The second step consists of using the basic air sampling tubes to test for the ambient concentration of carbon monoxide and confirm its excess presence (Rimmer & Yarnell, 2009). 4. Gas masks to be made available in the warehouse for use in case the air sampling tubes indicated elevated levels of ambient carbon monoxide. In case ambient carbon monoxide levels exceed 400ppm, all personnel to be cleared from the warehouse and the sealed doors opened to lower the ambient carbon monoxide levels. Rimmer, T. W. & Yarnell, S. H. (2009). Controlling Forklifts Exhaust Emissions. Retrieved October 26, 2009, from Occupational Health & Safety Web Site:

The US Sugar Quotas Essay Example for Free

The US Sugar Quotas Essay In the bid to regulate the amount of sugar imported into the United States, the federal Government imposed a quota that gave limited exclusive rights of export to a few countries. These countries range from Brazil, Philippines, Peru and Colombia among others. The logic behind this move was to protect the United States infant sugar industry from the competition from foreign farmers that enjoy more conducive environment for surplus production. It was also in the bid to appease farmers from Louisiana territory. This was in spite of the fact that experts had warned that sugar growing in the United States would be impeded by the harsh environment. Others argued that the tariffs by the 1820s had to be maintained so as to maintain a high demand and the value of slaves. The imposition of sugar tariffs and quotas is supposed to help in subsidizing sugar growing. These sugar quotas continue to have negative impacts. It has to be understood that this is a costly system to the consumers and the taxpayers. The United States has maintained a very high price for its sugar, higher above the international price in sixth fold. James Bovard notes that â€Å"each 1-cent increase in the price of sugar adds between $ 250 and $ 300 million to consumers’ food bills.† He continues to note that a study conducted by one commerce department found out that â€Å"sugar program was costing American consumers more than $3 billion a year† (1998). The quota after its imposition single-handedly handed blows to other types of businesses. Brazil in a retaliatory stance reduced significantly its consumption of the American grain. Other countries that were relying on sugar exports to America resorted to wheat and corn, stiffening the competition that exists between the American and other countries. Candy producers have also been hit the worst. Initially, candy firms were circumventing the sugar quota by importing products high in sugar and then sifting the sugar, the federal government made a crackdown on this. Now, these firms are being forced to compete with their foreign counterparts who apparently have access to cheap sugar and hence cheap chocolate has increased, hurting the local industries. A number of people in the United States have lost jobs due to the sugar quotas. This number is higher than the number of farmers that the quota purports to protect. According to James Bovard, a commerce department had it that â€Å"the high price of sugar destroyed almost 9,000 US jobs in food manufacturing since 1981.† An example is given of one Branch Candy Company that relocated to Canada terminating over three thousand workers contracts. It remains the opinion of the majority that the sugar quota is not only hurting the multilateral tie that the United States has enjoys with the neighboring countries, it is also exploitative to the consumers. It is the high time that these quotas were abolished and the sugar plantations converted to other viable crops.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The taking over the mantle of power in the house by the Republicans in the mid 1990s had given false signs that the sugar quota would finally cease to exist. A bill co-sponsored to end the program lost narrowly as the house voted to stay the sugar quota system. Immense lobbying took place in the house before the voting. This indicates how volatile the debate is and how it is influenced by politics and the fear of backlash from the sugar growing Districts.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An analysis of the history and recent trends of the United States sugar quota reveals it has always been at the centre of American politics especially on its relations with the immediate neighbors such as Cuba and Mexico. The Clinton administration for example had to grapple with the sugar politics as the congress was being required to approve the North American Free Trade Agreement (NAFTA). One specific aim of NAFTA was to remove the quotas and the tariffs that existed between the United States and other countries such as Mexico and Canada.   The removal of the stringent controls with Mexico could have the net result of opening up the United States market to the unlimited imports of sugar thus threatening the high sugar prices existing (Roberts, P., 1999). Right from the early 1800, politics have dominated and completely dictated the implementation of the sugar quotas. Former congressmen have been enjoying lucrative contracts as lobbyists for the industry or for the foreign sugar producers wishing to be a part of the exclusive list. It is to be noted that the number of farmers set to profit in the United States sugar quotas fall way below fifty thousand, but due to the sensitivity of the matter and the amount of money involved, they have been able to influence the sugar importation policies in the excuse that it is in the bid to protect an infant industry. The sugar industry in the United States has become lucrative solely because of the subsidies it receives. The taxes imposed on sugar extend far beyond the price and its cost. The protectionist and the loan program on sugar mean that the farmers are in a win-win situation. They have enough funds to cater for cost of growing and producing and are slated to sell at a high price. All this is a done in the wake of sharp criticm that has reigned in sugar politics especially from the affected neighbors. In the bid to respond to the criticism on the infringement of the free market and enterprise spirit, the Reagan administration for example formed the foreign aimed Program aimed at providing the affected countries with food. The fears by the producers that imports will lead to reduced sugar prices and the loss of revenue and subsidies has led to the immense lobbying especially by the districts producing sugar, this has prompted favorable policies and bills in the congress. References Roberts, Paul. Nov. 1, 1999. The Sweet Hereafter: Our Craving for Sugar Starves the Everglades and Fattens the Politicians. Harpers. James Bovard, April 1998. The Great Sugar Shaft. The Future of Freedom Foundation. Retrieved on 12th may 2008 from http://www.fff.org/freedom/0498d.asp

Response To Blood Brothers By Willy Russell :: English Literature

Response To Blood Brothers By Willy Russell Response Phase The appreciation to the story Willy Russell wrote a fantastic and well written play called â€Å"Blood Brothers† it shows details of its time and history such as the government ruled by Margaret Thatcher and the economic crash. The rough times in Liverpool and the struggle for money. â€Å"Blood Brothers which is set in Liverpool tells a story of twins born on the same day and died on the same day but separated at birth. Mrs. Johnstone, a superstitious, loving mother of seven, soon to be nine has to give up one of her children because of the welfare and money problems. Though she can’t bear to do it, she gives up one of her babies to her employee who’s desperate for a baby. For three decades, she has to see one her children grow up in the hands of another woman. Mrs. Lyons has the perfect life. Perfect house, perfect husband and perfect looks except for one thing she really wants, a child. One day her employer says she wouldn’t know how to cope with another child and she had a great idea, she would take one of her twins and she did with the help of an oath on the bible. Now that she has everything she wanted she couldn’t be happier. Until her son meets his unknown twin brother. She soon starts to go mad and orders her son not to see his good friend anymore but he still does. She then moves to the country and her mind becomes stable again until she finds out her sons twin lives right down the street. What Eddie doesn’t know is that he was given up at birth by his biological mother and given to what he thinks is his mother. When he is seven he bumps into a boy called Mickey Johnstone. Eddie thinks that Mickey is fantastic and everything about him is funny and exciting and as a result they become best friends and blood brothers also because they have the same birthday. What Eddie doesn’t know is that Mickey is his twin brother. As they were tried to be separated by their parents, it just led them to wanting to each other more. Separated for a while, they meet again but Eddie is immediately attracted to Mickey’s fancy Linda. When Mickey goes to prison he becomes very paranoid about Linda and Eddie, which has dreadful consequences for both of them. Mickey, youngest of seven is a wild street-wise kid. Though he hasn’t had a great life with the fact that he hasn’t got any money and lives

El-Al Marketing Analysis

El-Al Marketing Analysis El-Al Marketing Analysis Table Of Content Chapter 1: Introduction Executive summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Chapter 2: An overview of the company Overview of the company†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 History†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Definition of the business†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Chapter 3: An analysis of the company’s business environment Firms industry and macro environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 The PEST Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10-12 The industries competitive situation using Porter’s 5 Forces†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. 13-15 Market segmentation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦16-17 ELAL’s Attractiveness †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦. †¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦17 Chapter 4: The Company’s Marketing Overview Mission Statement, Objectives and Values†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Marketing Mix (Four P’s)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 0 ELAL’s main problems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 Chapter 5: Recommendations and Summary Is the Company’s Marketing Mix in – tune with its markets and its objectives?†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 22 Solutions to ELAL’s main problems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦. 22 Summary and Conclusions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 23 Appendix 1 – Boeing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 Appendix 2 – Code Sharing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25 Chapter 1: Introduction Executive Summary 1. ELAL is the leading airline in Israel. In the past it was a government owned company until privatization commenced on 2003. 2. ELAL owned several dozen aircrafts, which are used for international and lately national flights as well. 3. ELAL hires thousands of employees and has several subsidiaries as well. 4. ELAL's narrative is defined by the ideal of being the number one airline for passengers from and to Israel. ELAL is constantly walking the thin line regarding the political status quo. ELAL maintains its religious crowd by keeping the Shabbat on one hand, and losing potential revenues by doing so. This narrative is implemented in the outline of ELAL's marketing agenda, ever claiming that it is Israel's national company and by launching numerous patriotic campaigns. As part of this agenda, ELAL serves kosher food as default. 5. ELAL is in a satisfying financial situation. ELAL is growing constantly; revenues, stock value, ROE and net value are growing in a healthy manner. The company survived impressively the latest financial crises. 6. ELAL prices its flights relatively expensive, offering the passengers non-compromising security, safety and service standards. As part of this agenda, ELAL keeps its technology in a state of the art level, using new and improved American planes. 7. ELAL offers transparent and non-transparent services, such as constant flyer benefits on one hand and code-share agreements on the other. ELAL could â€Å"hide† its disadvantages by exploiting the benefits that globalization offers, with emphasis on international collaboration and offering combined services to its clients such as hotels, car rentals and others. 8. ELAL's current and future challenges will be defined and influenced by the constant entrance of national and international competitors. ELAL will have to emphasize its advantages, maintain its technological and marketing images. Bibliography http://en. wikipedia. org/wiki/El_Al http://www. bizportal. co. il/shukhahon/bizcompbaalsump. shtml? p_id=1087824&am p;c_id=1152 http://www. elal. co. il/ELAL/Heasbrew/States/General/ . http://www. elal. co. il/NR/rdonlyres/2D943294-0735-4E30-9C7C-9FCDA40B23E7/0/FactSheet20092final. pdf http://www. youtube. com/watch? v=8nPXttPmNE0 Chapter 2: An overview of the company Overview of the company EL-Al (hereinafter â€Å"the company†) is one of the greatest Israeli symbols. It was one of the most famous trademarks of the small state. The company's story intertwined with Israel's origins. The company is operating in a â€Å"national† state of mind, aiming towards patriotic emotions based on the Israeli narrative of pride, safety and security. The company markets and considers itself as a national service provider, submitting itself to the whims and needs of the country. Not once the company has been involved in security or social operations (the joint confidential operation of bringing Ethiopian Jews to Israel), even in the price of losing money (i. e. not flying on the Shabbat), all in order of keeping the image of the national company. The company traditionally operated international flights alone, but lately it operates domestic ones as well. The company's headquarters and mother- airport are located in Israel's international airport â€Å"Ben-Gurion†. The company has evolved and changed throughout the years, and has varied its basic definition from a government organization to a private company. The privatization has been complete mid-2000's (that is less than 50% of company shares are kept in by the government). The 2nd decade of the 21st century will colored by security issues, ever growing competition and the continuation of the privatization process. It will be the first decade in the company's history that it will have to deal with strong competition over the Israeli customers, since the monopoly is finally over. EL-Al will have to adapt, and has already started, to a ruthless competitive market. This paper will deal with the company's strategies and marketing agenda and status. History â€Å"EL-AL Israel airways LTD. † was incorporated and became Israel's official airline company on November 1948. The company was incorporated as a national company fully owned by the government. The company's fleet was based on second hand American manufactured airplanes. In the first couple of years the company made only commercial passenger flights, and since 1950 it commenced cargo flights as well. The D. N. A of the company was heavily influenced by the political scene in Israel, creating an ongoing non-Sabbath flying and kosher food serving. One more influence that helped to position the company's image in Israeli society was â€Å"patriotic† and historical flights: bringing Jewish communities to the new states, from Arab countries and India. One memorable flight was the one bringing Nazi war criminal Adolf Eichmann. In the mid 50's EL-Al conducted two several actions: transatlantic flights and the purchasing of British airplanes. Later on a purchase of Boeing 707 was made. On 1960, for the first time, EL-Al became profitable. The 60's were a successful decade for the company, growing from year to year and demonstrating respectable financial figures. The good fortune of the company commenced at the end of the 60's. Security issues were magnified due to several terrorist attacks. EL-Al took some adventurous decisions, starting with the purchasing of expensive Boeing 747 aircrafts. The latter purchase was too expensive for the short run, as expenses exceeded revenues in a large magnitude. On top of things, due to inner political reasons EL-Al suffered strikes and some other political influences (see chapter). The most outlined event of the 80's was the collapse of the iron screen, revealing a wide spread bundle of new flight destinations. The 1990's were a decade of coming changes, as privatization voices started to be heard. These voices were boosted thanks to the uprising charter flights and decreasing numbers of tourists in Israel. Another major negative effect was the 25% increase in fuel prices. The uprising competition and environmental changes forced the company to tend towards the inevitable step of privatization. The privatization of EL-AL commenced in 2003. 15% of the company was offered to buy in the Tel Aviv Stock Exchange. This process continues as more and more shares held by the government were sold to the public. Definition of the business EL-AL is a publicly traded airline company. It is traded on the Tel Aviv Stock Exchange (â€Å"TASE†). EL-AL provides international and domestic flights. It also provides shipping services and touristic ones as well. General Details The company owns a 37 aircraft fleet, all manufactured by Boeing (737,747,757,767,777). The company flies to 38 non-stop service destinations worldwide and has 440 weekly departures. The company employs 5,847 workers and is one of the biggest in Israel in that factor. The company has business relationships in the form of code-share agreements () and domestic service tourism providers. The company has a frequent flyer club. The company conducts its financial reports by IAS 34, and has adopted the IFRS international code. The company is owned by several owners besides the public, and some of its owners are investment houses. The full control list is as follows: The company has increased its equity from 2010 q2 to q3 by 51. 65%, its revenues by 12. 57%, ROE by 81. 81% and net income by 186%. Chapter 3: An analysis of the company’s business environment Firms industry and its macro environment The business environment in which ELAL is performing is the civil international aviation arena from and to Israel. Political Environment – The company competes with other 103 flight companies that work within the Israeli territory. ELAL, which started as a governmental company, worked and still working according to the government decision since 1977, this decision, determined that ELAL will not work or fly neither on Shabbat nor on Jewish holidays and therefore it does not fulfill its maximum revenues potential. ELAL is the leading aviation company that works within the Israeli territory flying in and out of Israel. Social Environment – ELAL owns several subsidiary companies, which deal with a variety of complementary goods and services for the aviation world. One its main fields is cheap flight to Europe operated by the subsidiary company – San d’Or, which in 2009 increased its revenues by 2%, comparing to the previous year. Another major field is the food industry provided by the subsidiary company â€Å"Tama†m & Burenstein Catering†. This company deals with producing and supplying food to airplanes – controlled by ELAL’s management. ELAL has many more subsidiary companies in the following areas: renting flight supplies, transportation of cargo and maintenance, selling duty free products and converting currencies during its flights. Seasonal changes in this area and the fact that the world is becoming a global village forces ELAL to adjust itself to a hostile and competitive business environment. It obligates ELAL to recognize new niches in the market, following persistency in finding new company skills, improvement in existing ones, and adjusting human resource. These factors can bring ELAL to be a leading company with a competitive advantage that will keep it ahead of its competitors. The PEST Model Political * ELAL, as a governmental company that was privatized (2005) still relies on political decisions affecting its business choices. One of the best examples is that the company was anchored in the Government Companies Law. As a result, there is a consistent political intervention when referring to taking business actions. A few years ago, ELAL had to decide whether to stick with one airplane supplier – the American Boeing (Appendix1) – and to renounce the European airplane supplier – Airbus. After examining the business aspect, it decided to equip itself with the Airbus airplanes due to their more attractive price and cheaper maintenance costs. However, in 2004 the U. S. overnment pressured the Israeli government (ELAL’s owner back then) into working exclusively with Boeing and therefore ELAL did not have any other choice but to do just that. * Until 1992, ELAL flew seven days a week until a political decision was made – to prohibit flying during Shabbat and Jewish holidays. As a consequence, ELAL’s operational time decreased by 15%. In fact, after 2005 when the company w as privatized, it was decided that even though they were no obligated to do so, ELAL would keep the Status-Quo by respecting the Shabbat law (a strategic way to gain religious public adherence). Israel is geographically located in one of the problematic areas in the world, surrounded by hostile Arab countries. As a consequence, ELAL is forced to extend its flying course to its different destinations. The fact that Israel does not have good relations with many countries in the world, limits ELAL’s destinations. Moreover, the delicate security situation in Israel forces ELAL to make excessive security examinations within Israel and overseas. This security policy creates a massive cost to the company. As a result, today ELAL is well-known for its security achievements. Economical * The Global Village – the world is becoming a big global village. People are flying more and more, from and to many places. As a consequence of improvement in financial opportunities and shorter flight duration, they divide their vacations into many small vacations during the year. This economical factor brings to abundance in the financial situation in general and in the flying industry in particular. Nowadays ELAL is focusing on international destinations being affected by the world wide economical changes, such as last financial crisis in 2007. The competition with many other flight companies is growing intensively. ELAL must take action in order not to fail in the competition, usually this means either to lower prices drastically or reducing operating expenses. * There is an ongoing decrease in the incoming tourism for the last decade. Due to security and political situation in Israel, many tourists prefer either to fly with foreign companies or not to fly to I srael at all. According to statistics, in 2009 2M tourists visited Israel, a decrease of 6% from 2008. * Increase in gasoline prices had raised ELAL’s flight tickets prices by 5% to 10%. Social The financial recession was supposed to decrease the financial options to the public and so decrease the amount of Israelis traveling abroad. Nevertheless, there has been a large increase in Israelis travelers overseas at about 10% a year. This fact shows the change in Israeli consumption habits. It seems the Israeli, men and women, have more free time than ever which allows them to plan their leisure time. * The climate in Israel enables worldwide tourism to come to Israel in all seasons. The night life is longer and safer than many other places in the world – tourists who visit Israel enjoy this social freedom. The value of life and death is quite different in Israel due to struggle for survivor. Security and safety are very important and are overvalued by the customers and EL AL has a reputation regarding these issues. * Environmental awareness – *** Today’s social trend is to be green and clean. ELAL collaborates and support many green organizations and encourages youth into creating new green-tech. This promotes ELAL as an environmental friendly company while increasing public’s adherence. * Kosher food – one of ELAL’s largest audiences is the Jewish religious people. Their demand is for kosher food and ELAL is one of the only companies which provide such an option. ELAL is very tolerant to this public and therefore it gives a competitive advantage. Technology * ELAL’s airplane equipment is more sophisticated, its activation is cheaper than ever, expenses are lower and the personal service within the plane technologically wise is a step ahead from many other companies. The race over the heart and pocket of the average customers brings ELAL into a major efficiency while decreasing the market price. ELAL’s website – in the era of internet ELAL began to sell tickets through its website and its entire marketing propaganda took few steps further. In the long run, the website exposes the audience to very important and relevant details that are handier. This obviously minimized the number of flight agents while transforming them into tourist advisors. The revolution of the customer service is relying now on the innovation in technolo gy. This improves the commercial interaction between company and the customer. The industries competitive situation using Porter’s 5 Forces The threat of the entry of new competitors ELAL owns the largest market segment in the Israeli aviation field and therefore it has to create many barriers to eliminate new competitors. The company accomplished that by having full control over a variety of goods and services such as transporting passengers and baggage, a variety of destinations and high security level. There are many factors that make it difficult for other competitors to enter the market: * Initial investment – in order to found a new aviation company, it is necessary to have sufficient capital for buying airplane navy and technological infrastructures. Moreover, there is a large depreciation over the equipment this field. The maintenance of an airplane company can sometimes appear to be luxurious one but not necessarily a profitable one. * Fuel costs – jet fuel costs are 50% out of the operational cost. * Legal barrier – flight companies are responsible for licensing and employees’ training in order to keep the pilots and technicians qualified. * Economic factor- the aviation industry is one of the first to be affected from financial crises and can easily be exposed to bankruptcy. For instance, the last financial crisis in 2007 made major decrease in the tourism industry and therefore the demand for flying decreased and many aviation companies went bankrupted over the world. * Aviation Clubs – in the last decade, aviation companies have created clubs in which encouraged passengers to fly with certain companies by gaining points and getting free tickets to fly within specific companies. This created a huge barrier for new companies which wanted to enter the market. The competition in this field is very intense and competes on passengers’ benefits, flight courses, and variety of destinations and level of service. ELAL’s strategy for combating this competition is: 1. Flexibility in scheduling flights according to different seasons and international events (holidays, Olympic Games, sport events, high season-low season, etc. ) 2. Increasing flight frequencies to popular destinations by increasing the number of co-sharing flights (cooperation with other companies). 3. A consistent improvement of services within the flight, especially the comfort of the seats, quality of food and entertainment during flights. Most of the focus goes to First Class. 4. Frequent flyer club – ELAL has found a club in which it compensates its member with highly valued benefits like seat-upgrading, flight tickets discounts, etc. 5. Promoting them through worldwide advertisement. The bargaining power of customers (buyers) The customer thrives to push prices down and quality of services up. The power of the customer depends on the added value he gives to the company. The option to choose from a large variety flight companies is a threat to ELAL. A constant recession can decrease the loyalty of one customer to a certain aviation company because some other companies will offer lower prices. In this case, he will obviously choose the cheaper company to fly with. The bargaining power of suppliers The bargaining power of suppliers is different from the bargaining power of the customers. The suppliers push prices up while decreasing quality of their products and services. ELAL is very much affected from the competition existing in the field and depending on its suppliers that would make it difficult for ELAL to maintain the level of their service quality and competitive prices. Many of ELAL’s suppliers have exclusivity in their field and the knowledge that they have, made them powerful against ELAL. The fact that many of ELAL’s suppliers are also it subsidiaries, increases its profitability and neutralizes the bargaining power of these suppliers. However, the aviation field has two main suppliers (that are not subsidiaries to ELAL): jet fuel suppliers and airplanes suppliers. In Israel there are only a few jet fuel suppliers whereas abroad the suppliers are many, and the decision of buying fuel from one supplier depends on price and not on an exclusive supplier. Aviation companies in Israel have a weak bargaining power against fuel suppliers as a consequence of political issues that affect the price of fuel. There are two main airplane suppliers in the world – the American Boeing and the European Airbus. ELAL has on its behalf airplanes made by Boeing only, as we mentioned before due to American pressure over the Israelis in the days when the company was owned by the government. This kind of relationships between governments created a dependency on one supplier with a high level of bargaining power in a market which is limited in the first place. The threat of substitute products or services ELAL offers its customers a variety of permanent destinations all over the world. Moreover, through its subsidiary San D’or, ELAL offers a variety of flights to seasonal destinations flying on weekends and holidays. Goods and services given in parallel fields are called substitute products. These products have a major power influencing management decisions due to the possibility the customer will decide to put his money in another company (in another substitute product). A substitute can demolish a company. A substitute product for Aviation Company like ELAL is the low cost aviation companies as EasyJet, Arkia Express, etc. These companies reduce flight ticket’s prices (30-50 Euro) by charging only for the flight itself and any other service is being paid extra (luggage, food, drinks, etc. ). ELAL invests millions of dollars in a good and full service that will bring its customers to their destiny. The price factor sometimes defeats the comfort and the quality of service and leads to harming ELAL profitability. The intensity of competitive rivalry The aviation industry has many leading companies all over the world, where each one strives to have a significant differentiation which will attract customers’ hearts and pockets and enlarge their market segment. Barriers to exit – ELAL have â€Å"code sharing† with many foreign airlines (Appendix2). As a result, it has full access to internal information of these companies, which enables it to know about the activity of its competitors. Similarly, ELAL’s delicate information is accessible for its competitors. If ELAL decides to breach the code-sharing with the other companies, its future is doomed (ELAL may decide the barriers to exit are too significant and will be forced to continue the code-sharing). As previously mentioned, ELAL has many share-codes with foreign airline which its customers and employees can fly with (with same conditions they would have got from ELAL). This corporation provides full accessible information of flight and price on-line. This accessibility improves ELAL profitability. Target Market Potential Market Addressable Market Target Market Potential Market Addressable Market Total Market Total Market Market segmentation Macro segmentation Total Market – A group of people sharing the same characteristics that cause them to have similar needs – to fly from one place to another. Potential Market – Men and women, all ages, with no prohibition to fly (pregnancy, heart patients, etc. ), who want to fly from one place to another. Addressable Market – Men and women, all ages, with no prohibition to fly (pregnancy, heart patients, etc. ), who want to fly from and to Israel. Target Market – Men and women, all ages, with no prohibition to fly (pregnancy, heart patients, etc. ), who want to fly from and to Israel and can afford it. People who live geographically close to ELAL’s destinations. Micro segmentation – potential audience Business * Age: 30-70 years old. Occupation: Business men and women who have international businesses. * Lifestyle: Usually â€Å"Frequent Flyer† members who fly on behalf of their companies. A population who usually flies in Business and First Class. Pleasure * Age: 13to 18: family trips; 21 to 30: backpacking, vacations and trips. * Occupation: Students and families. * Lifestyle: Due to the variet y of ages in this segment, there are all kinds of lifestyles (with average+ income). Religion The Jewish religious businessmenfamily members from all over the world choose to fly ELAL due to its policies regarding kosher food and respecting Shabbat. This is a very dominant sector among ELAL customers and therefore ELAL treats this segment with delicacy and tries to be as religious oriented as possible. ELAL strives to be as least mass marketed as possible by approaching its different segments that we mentioned separately. Nevertheless, its last commercial advertisement with Omri Casspi, approaches all three segments by arousing the sense of Zionism among all. This is an emotional commercial which emphasizes that ELAL is the leading national airline in Israel. ELAL’s Attractiveness ELAL is in the business of civil international aviation arena from and to Israel. It is quite straight forward that the overall industry attractiveness does not apply that every firm in the field will return the same profitability. Firms are able to apply their core competence, businesses model to achieve a profit above the industry average. After examining Porter’s five forces, we analyzed ELAL’s attractiveness within its industry. Backward vertical integration: dealing with supplier bargaining power ELAL acted wisely when buying most of its suppliers and neutralizing their power. However, when considering the industry, most of the money is in the jet fuel industry and airplane suppliers. If ELAL could buy these suppliers, it would have a huge competitive advantage among its competitors. Nowadays, ELAL does not have the means to buy such companies (like Boeing) and we would not suggest doing so. Forwards vertical integration: Nowadays, ELAL does not â€Å"control† its customers but rather the customers choose ELAL. ELAL has the option of buying tourists companies (such as Ista), online purchasing flying tickets companies (such as netravel. com). By doing so, ELAL can increase its profitability and customer flow. The fact that tourist-agencies are becoming old-fashioned, more and more people are buying flight ticket via websites, ELAL could create a significant competitive advantage by buying these sites. This would obviously make ELAL more attractive above the industry average. Horizontal integration: As we mentioned in the threat of substitute products or services, ELAL main threat is the low-cost companies that offer cheaper prices by offering only the flight itself with no additional services. This â€Å"product† is targeted to a segment which ELAL has not addressed yet. These clients seek for short flights within Europe or the U. S. with the most attractive price. Nowadays ELAL does not offer such product and by merging with such low-cost company, they would probably increase its profitability and addressed a new unutilized market segment. Chapter 4: The Company’s Marketing Overview Mission Statement, Objectives and Values ELAL has set many targets, which the main one is to operate as an integral part in the global aviation competitive world, while keeping its uniqueness as an international airline company of Israel. In addition, ELAL is defining the following goals: 1. Uncompromising level of service 2. First priority – safety and security of the passengers 3. Investing in its employees – high level of training, focus on their welfare in order to promote the company’s success. Happy employees = successful company. 4. Promoting profitability by innovation and initiative, maximizing shareholders’ wealth. 5. Be an integral and significant company in the international aviation world, while keeping it uniqueness as the Israeli national leading airline. 6. Prioritizing the destinations according to profitably and customer demand. 7. Maintaining only new airplanes. . Efficiency and saving – retirement plans, reducing the number of offices overseas. ELAL defined the aforementioned goals as part of â€Å"ELAL’s 2010 project† and is going to achieve these goals by implementing its vision. ELAL’s vision * To lead the aviation market in Israel and to be the first choice for all customers traveling to and from Israel. * To be a winning, profitable and successful commercial company that excels in all areas of activity. * To provide the highest level of uncompromised quality service, for the benefit of its customers, employees and share holders. Marketing Mix (Four P’s) The marketing mix is the combination of several techniques that are bring used in order to achieve marketing strategy and goals. Product * Products – ELAL offers the service of national and international flights. * Variety of products – Different levels of services – Economy class, Business class and First. * Services – ELAL is very service oriented. It offers its client a high level of service starting even before flight: purchasing tickets online, express online check in, luggage pick up, duty free on board, lounge and Frequent Flyer Club. Pricing ELAL does not attempt to be a low cost company and therefore its prices cannot compete with such companies but rather with full service flying companies. It is known that ELAL’s tickets are not cheap but whoever chooses to fly with ELAL knows he will get a return on his money. * Frequent Flyer members receive free upgrades and free ticket according to their mileage. * ELAL â€Å"spontany† – a new service ELAL offers is the last minutes flights with lower prices. This is oriented for spontaneous people who don’t want to settle for service but do not want to spend much on the ticket. Promotion * ELAL promoted itself via a various media means – TV commercials, outdoor adds, Newsletters for its club members, collaboration with credit card companies which offer ELAL’s points * ELAL promotes itself as the national Israeli airline by being the official transporting airline to public organizations (like the Israeli football delegation) and well known personalities (like the President). Place * ELAL’s destinations are wisely chosen according to demand. It operates in international and principal airports accessible to many other destinations. SWOT Analysis Strength * A variety of services and goods (â€Å"Fun Day†, â€Å"ELAL Spontany†) that enables to attract many segments in the market. * ELAL is an international brand in the field of security and safety. * Kosher food and respecting Shabbat. * Many corporations with other international airlines. * Only one airplane supplier. | Weaknesses: * Does not operate on Shabbat and on holidays. * Unstable security situation in Israel reduces number of customers. * High prices relatively to the market. * ELAL does not maintain constant collaboration with agencies abroad and loses potential market. Geographically Israel is located between hostile countries which extends the flight courses and enlarge the duration of the flights, increase fuel expenses, etc. | Opportunities * ELAL e-ticket purchased online saves time and money and enlarges potential clients. * ELAL’s high reputation reduces advertisement expenses. * ELAL’s website is a commercial platform which reduce s advertisement expenses. | Threats * Low cost companies offering cheap flying tickets. * As the Israeli national airline, ELAL is exposed to terror attacks on its airplanes. * The increasing prices of fuel| ELAL’s main problems Keeping the Status Quo – ELAL does not operate on Shabbat and holidays. The company loses 15% of operational time due to its commitment to the status quo which allows other companies to enjoy ELALs customers. Expending variety of services – ELAL is exposed to a severe competition with low-cost companies. Such companies offer flights with no other extra services, airplane as an transporting mean and no more than that. Chapter 5: Recommendations and Summary Is the Company’s Marketing Mix in – tune with its markets and its objectives? We find the company's marketing mix in tune. The company provides its products in relatively high prices. Following the latter, the prices are a derivative of security and social aspects as described. The company pays relatively high salaries in order to obtain the level of service. Although privatized, the company maintains its objective to be the â€Å"national company† of Israel, first by slogans and continued by ads and commercials: i. e. the latest commercial staring NBA player Omri Casspi, who is, as ELAL wants to be, a national pride and patriotic icon. ELAL has a much focused hub-oriented hub airport destinations, which are by definition very attractive ones. Solutions to ELAL’s main problems Keeping the Status Quo Solution: On the one hand, if ELAL decides to break the status quo, it can realize its potential market and become equal to its competitors and even create an additional competitive advantage. On the other hand, this delicate issue can create antagonism among religious passengers who are a dominant factor to ELAL. This is a problematic situation which still should be considered in order to maximize ELAL’s profitability. Expending variety of services Solution: ELAL should examine the option of offering this kind of service in order to provide its customers a larger variety of services. For example, ELAL can operate a weekly flight to various destinations according to the low cost policy. By entering such a market, ELAL could enlarge its segment markets. This kind of decision could have a positive effect but also damage ELAL’s reputation. Summary and Conclusions As a small state, Israel does not have many commercial or social icons. Maccabi Tel Aviv, high tech and the Dead Sea are few that could be mentioned. ELAL is another one. As part of the Israeli pathos, ELAL played an important role in Israel's short history. ELAL has evolved from a national owned company with all that entails (unions, heavy politics, non-profit environment etc. ) to a profitable and role model airline. ELAL determined a strategy based on the evolving and more competitive environment around it and thrives for profit maximization as well as keeping its image as the national airline in Israel. To do the latter, ELAL determined prices, strategic agenda and image by the aforementioned guidelines. The future will tell whether ELAL would be able to deal with the challenges of tightened security, growing competition and ever changing political environment; up to now, it seems to be on the right track. Appendix1 – Boeing | | *Boeing 737 – 700 ; 800| Total in service:  11 ; 2 Range:  4870  km Engines:  C. F. M. Cruising speed:  873kph/Mach 0. 8 Length:  110ft (33. 6m) ; 129ft (39. 5m) Wingspan:  112ft,(34. 5m)  | |   | | Boeing 747 – 200  | Total in service:  1 Cargo Range:  10000 km Engines:  Four Pratt ; Whitney Cruising speed:  917kph/Mach 0. 84 Length:  231ft 11ins,(70. 7m) Wingspan:  195ft 9in,(59. 6m)| | | *Boeing 777 – 200| Total in service:  6 Range:  12670 km Engines:  Rolls Royce Cruising speed:  864kph/Mach 0. 83 Length:  209ft 1ins(63. 7m) Wingspan:  199ft 11ins,(60. 9m)  Ã‚  | |   | | *  Boeing 747 – 400| Total in service:  6 Range:  11860  km Engines:  Four Pratt ; Whitney Cruising speed:  927kph/Mach 0. 85 Length:  231ft 11ins,(70. 7m) Wingspan:  213ft,(64. 9m)  | | | *Boeing 767| Total in service:  8 Range:  10000 km Engines:  Two Pratt ; Whitney Cruising speed:  873kph/Mach 0. 8 Length:  159ft 2ins,(48. 5m) Wingspan:  156ft,(47. 6m)  | |   | | *  Boeing 757  | Total in service:  5 Range:  6100  km Engines:  Two Rolls Royce Cruising speed:  873kph/Mach 0. 8 Length:  155ft 3ins,(47. 3m) Wingspan:  124ft, 10ins,(37. 9m)  | | Appendix2 – Code Sharing Airlines| Destination| | American Airlines – Code Share flights operated by AA from Europe to the USA and flights operated by AA within the USA. To view the list of destinations. |   | Iberia – Flights between Tel-Aviv and Barcelona or

Patrick Cleburne - Civil War - Confederate - Army of Tennessee

The Epic of Gilgamesh and Sumerian Culture Essay - 792 Words

The Epic of Gilgamesh and Sumerian Culture The Epic of Gilgamesh is generally regarded as the greatest literature about tales of a great king. The Epic of Gilgamesh served to show us a lot of things. The time period of BCE is very blurry, and this story attempts to describe many different things in not only Sumerian beliefs, but also Sumerians culture as a whole. Like many stories from BCE the truth itself is questionable, even though a lot of the information is fact. The factual information that Gilgamesh teaches us about Sumerian Civilization is that had had many craftsman and artistic skills, and also a strong belief in Gods. Gilgamesh is introduced as knowing all things and countries including mysteries and secrets that†¦show more content†¦This is proof of the Sumerian architectural abilities. The architecture in Mesopotamia are considered to have been contemporary with the founding of the Sumerian cities, but there was some complexity in the architectural design during this Protoliterate period (c. 3400-c. 2900 BC). This is shown in the design of many religious buildings. Typical temples of the Protoliterate period--both the platform type and the type built at ground level--are, however, much more elaborate both in planning and ornament. The interior was decorated with cones sunk into the wall, covered in bronze. Most cities were simple in structure, but the ziggurat was one of the worlds first complex architectural structures. The Sumerian temples, called ziggurats was a small brick house that the god was supposed to visit periodically. This house, however, was set on a brick platform, whi ch became larger and taller as time progressed. Along with showing many types of Sumerian craftsmanship, the epic shows the strong belief in many gods. 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We get our most complete version of Gilgamesh from the hands of an Akkadian priest, Sin-liqui-unninniRead MoreEssay about Comparing The Epic of Gilgamesh with The Odyssey1262 Words   |  6 Pages The Epic of Gilgamesh and The Odyssey both are held in high respect by literature analysts and historians alike for the characterization of the hero and his companion, the imagery brought to mind when one of them is read, and the impressive length in relation to the time period it was written in. The similarities that these two epics share do not end with only those three; in fact, the comparability of these works extend to even th e information on the author and the archetypes used. However, TheRead MoreAncient Civilization And Modern Day Iraq And Kuwait Essay1279 Words   |  6 PagesAncient Sumerian Civilization The ancient civilization of Sumer was located in modern-day Iraq and Kuwait, and is believed to have begun around 6000 B.C. It is considered ‘The cradle of civilization’ by most historians, because it’s where the first elaborate urban societies appeared. Sumerians were polytheistic, and had a pantheon consisting of many gods and goddesses, who were anthropomorphic superhumans. The Sumerians held a unique view of creation, the afterlife, and worship. They contributedRead More A Comparison of the Epic of Gilgamesh and the Hebrew Scriptures1302 Words   |  6 Pages A Comparison of the Epic of Gilgamesh and the Hebrew Scriptures The Hebrew Flood story of Noah and his obligation to preserve man kind after God had punished all living creatures for their inequities parallels The Epic of Gilgamesh in several ways. Even though these two compilations are passed on orally at different times in history the similarities and differences invoke deliberation when these stories are compared. Numerous underlining themes are illustrated throughout each story. Humans areRead MoreEssay on Gilgamesh vs. Genesis1436 Words   |  6 PagesGilgamesh vs. Genesis In our society, which is overwhelmingly Judeo-Christian, students often find it difficult to compare Bible stories with tales from other cultures, because our own belief system is wrapped up in the prior, and it is hard for many of us to go against our traditional faith to evaluate them objectively. But in a comparison of the Biblical book of Genesis with the ancient Sumerian text, Epic of Gilgamesh, many parallels suggest that the same type of spiritualRead MoreThe Epic Of Gilgamesh : The Goddess Aruru, The Temple Prostitute, And The Unnamed Bride1206 Words   |  5 PagesThere are three important women in the epic of Gilgamesh: the goddess Aruru, the temple prostitute Shamhat, and the unnamed bride. Each of these individuals give unique insight into the culture of the Sumerians in the time of Gilgamesh and Enkidu. The goddess Aruru exemplifies that, despite being a deity, all women were subjected to certain constraints based solely on their gender and societal norms. Shamhat demonstrates that women held various functional roles in society, including roles within