The Dividend Received Deduction Term Paper Example | Topics and Well Written Essays - 1250 words

The Dividend Received Deduction - Term Paper Example This paper broadly explores the concept of dividends received deduction. Dividend moves from one company to another before it reaches an individual taxpayer, who happens to be a shareholder in the receiving company. For example, if there are two corporations, A and B in such a way that B has shares in A then the dividend will be taxed twice before it reaches the final shareholder, who also will be taxed. This means there will be two 35% taxation at the corporate level and one 23.8% at an individual taxpayer level hence making the real tax to be nearly 68%. This would even be worse when the dividend has to move a long a series of corporations before it reaches the final stockholder. For example, a situation where company A pays dividend to company B who then pays to C that in turn pays them to the individual shareholders. Following the above stated reasons, pertaining to double taxation, dividends are not taxable thrice or more. As a result, dividends received by a company will be 70% tax-free. Rumpf (2011) asserts that this condition holds unless the corporation in question faces disqualification from this privilege due to some reasons. Even so, when deciding an individual’s dividend income, it is essential to comprehend or, rather, take into account the relationship between dividend and other taxable partaking such as straddles and constructive sales. The history of dividends received deduction is completely different from that of certain income of tax-exempt corporations. Revenue Ruling 104, 1953-1 C.B. 68 fully explores the policy. According to this ruling, the belief that a corporate tax is paid prior to earnings from which the dividends are distributed supports the credit for dividends earned. In other words, a corporate tax had been paid on the proceeds that give rise to dividends ahead of the distribution. According to Rakshit and Sarkar (2013), this

Nursing Case Review of 15 Year Old Girl Essay Example | Topics and Well Written Essays - 2000 words

Nursing Case Review of 15 Year Old Girl - Essay Example Based on this information sexual health is a very broad subject that include information relating to ones own body and how its works, knowledge of the physical, emotional and social changes that take place during puberty, pregnancy, youth and ageing. Further, it includes the precautionary measures that are aimed at protecting sexuality of yourself and others, and measures that can be put in place when the safety is broke in instances such as unplanned pregnancy, rape, or sexually transmitted diseases. In essence, it will also entail information relating to responding to children’s sexual exploitations and behaviours to the level of understanding and maintaining safe and happy adult relationships (HealthInsite, 2011). Adolescence and sexual changes Sexual health is a life long part of human beings that accompany them from conception, birth, childhood, adolescence to adolescence. Adolescence is a period of life that is marked with the greatest sexual changes within the body of a person. It is marked by rapid numerous hormonal changes that transform the body of a girl into that of a woman and a boy into man. Thus, it is a transition period between the childhood and adulthood. In this stage, the general calmness and peacefulness of childhood is replaced by a rush of biological sensations, emotions, feelings, social challenges, and interpersonal questions that were never there before (Newton 2010). These transformations make an individual to start relating with other individuals of the same and opposite sex in different new ways that may involve sexual contact and intercourse. Revelation of sexuality brings many joys and physical pleasures but may turnout to be a very risky and destructive human behaviour. Sexual health issues outcomes When an adolescent engage in sexual contact and intercourse many outcomes may arise, thus for our 15 years old girl the following outcomes were possible. First, there is possibility of conception, which leads to unplanned pregn ancy (Weiss, 2009). This was a very likely outcome since studies have shown that age of first sexual intercourse is an important determinant of pregnancy risk with 46% of teenage girls and 22% of teenage boys who engage in their first sexual experience before the age 15 years having been involved in a pregnancy (Ehiri, 2009, p378). This outcome can be even worse especially where two teenagers (like in this case of a 15-year-old girl having unprotected sex intercourse with her 19-year-old boyfriend) who just began their sexual activity experience. Considering that this girl and her teenage boy friend they had not used any contraceptive during the intercourse unplanned pregnancy could have resulted which would have made her not likely to complete school education, more likely to face limited career and economic opportunities, and less likely than older women to obtain timely prenatal and postnatal care (Ehiri, 2009, p378). Research further show that babies from teenage mothers are mor e likely to be preterm, have low birth weight, and also are at greater risk of serious and long-term illness, development delays and death in the first year of life (WHO 2006). This mainly because they may have many issues to contemplate before starting a family or may even lack any means of sustaining one (Cherry 2001). With the rapid hormonal

A Comprehensive And Complete Strategic Report On Airasia Marketing Essay

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

Haig V. Agee: Power To Revoke Passports :: essays research papers

Haig v. Agee: Power to Revoke Passports Whether a passport can be revoked or not has been a major question since the mid- 1800's. Haig v. Agee is a landmark Supreme Court case charging that the Secretary of State can not revoke a passport on the grounds that the power has never been granted by the Congress to the Secretary, and that revoking a passport violates the first and fifth amendments of the Constitution of the United States. Not only does the Secretary of State have implied powers, but revoking Agee's passport did not violate any laws or rights. In Haig v. Agee, the defendant claims that the Passport Act of 1926 does not grant the Secretary of State the right to revoke passports. However, the Passport Act does state that the Secretary of State is the only person who can grant and withhold passport applications. And based upon later provisions, the Secretary can withhold applications if the party is involved with illegal activities. If the Secretary of State can grant and withhold passports, was it implied by the Congress that the Secretary has the powers to revoke passports? "The Secretary of State may grant and issue passports, and cause passports to be granted, issued, and verified in foreign countries by diplomatic representatives of the United States . . . under such rules as the President shall designated and prescribe for and on behalf of the United States, and no other person shall grant, issue, or verify such passports." 22 U.S.C. 211a (1976 ed., Supp. IV). Since the Congress did not specify who has the powers to revoke passports, it should be assumed that because the Secretary is the only person who can grant passports, they are the only ones who can revoke passports on grounds of illegal activities, such as treason. If you consider that Agee's passport was revoked because he was uncovering secret CIA agents, he was undoubtedly committing treason. Though treason is usually considered to be evident during times of war, treason can also be defined as placing national security in jeopardy, such as the case of Agee. Agee's passport should not only have been taken, he should have been extradited and tried by a jury for the crime of treason. Agee also claims that since the power to revoke passports was not directly given to the Secretary of State or the President, then in order to show they have the power, they must have revoked many passports in the past and have the Congress' approval. However, the need to revoke passports on the grounds of

American Literature Essay

Fenny Fern, pseudonym of Sara Willis Parton, was the first woman columnist, a popular novelist and author of children’s stories. She was the most highly paid newspaper writer of that period. She used to write on such topics, which a woman at that time would not dare to talk about in public. Fenny wrote on economic independence of women, prostitution, birth control, children’s rights etc. Fenny was deeply affected by the injustice women had to face both at home and workplace and hence she raised those issues in her newspaper columns. She even used to suggest the right ways and wrestled or equal right, equal pay for women too. ‘The working girls of New York’ is just one step towards what seemed to be her target. Here she dealt with the problems that working women faced at that time including the problems at workplace and also the inequality of wages. Rebecca Harding Davis was a journalist who raised social issues and is considered the pioneer of realistic fiction in American literature. She achieved fame from her novel, ‘Life in the Iron Mills’. Davis used to write for a change in social status of blacks, women, immigrants and the working class. She concentrated on the issues related to omen and portrayed the powerlessness of the working class in breaking the chains of industrial capitalism. According to Jean Pfaelzer, ‘Life in the Iron Mills’ must be considered a central text in the origins of American realism, American proletarian literature, and American feminism. Both Fenny and Davis fought for social injustice with the help of their writing skills. Their medium of war was print and instrument was pen with which they used to fight for the prevailing social injustice. They raised issues of the downtrodden and the working class that had to suffer various problems at that time.

Quick Summary Essay

Maru is definitely not likeable but then again most real life leaders are not. Leaders portrayed in literature, movies tend to be likeable because the writer wants to champion some idea using that character. In this case, I don’t think Bessie head necessarily wanted us to like Maru or feel warm fuzzies about Margaret finally ending up with Maru( and not Moleka). She was driving the point home that the reality of overcoming prejudice takes more than inviting one’s servants to the dinner table and eating from the same fork. Maru has to literally create a new society and he hand-picks those that he deems to be worthy of being citizens of such a society and also those who have characters that would make a good foundation for such a society. Those that thrive in the existing society – such as Moleka, Dikeledi – are left in the old society. He even connives to get Moleka and Dikeledi together because they are some of the best at what they do in that society. All the unsavoury characters such as all the women who were after Maru’s position, all the bigots who looked down upon Margaret, the nurses who refused to wash the body of the dead â€Å"Masarwa† women – all of them are left behind in the old society.  the missionary Margaret Cadmore eventually leaves; the goat and her kid leave the village of abuse and go and live with Margaret; the bus driver that transports Margaret into the prejudiced society places Margaret in the â€Å"good hands† of mistress Dikeledi and then he leaves with the bus; Maru is the next in line to be king but he can’t rule such a society – his dreams are bigger than their prejudices so he also leaves and he takes with him the few candidates that would be good seed for cultivating a new just society. That is also why he is constantly plagued by the fact that he can never know if his decision to take Margaret away from Moleka was the right decision. He can only let time tell which seeds will grow and which ones will not. He loves Margaret but he is never sure if his love was the greater one – the better one – the one that does not lead to the destruction of the one character that is untainted by the warped society. as sure as he is of himself and his vision, he still cannot see the picture from the point of view of universe†¦..  i. e. why are there men like Moleka, why are there men like Maru, why do even the purest of women still get attracted to men like Moleka. Remember Margaret’s first encounter with Moleka is not exactly a rosy walk in the park†¦why is there women who scheme for social position, why is it that men such as Maru have to trick women into marrying them. why are people like Dikeledi quite happy to accept the way things are even tho ugh they see the prejudices as clearly as Maru, et cetera – hence his recurring nightmare. When we are introduced to moleka, it is clear that he thrives in that society. When we are introduced to Dikeledi, it is also clear that she embraces her positions in that society – and the only men that is good enough for her is Moleka. when we are introduced to Maru, he is not liked by his servants. Margaret has troubled introduction to the world. Moleka and Dikeledi belong and thrive in the current system. Maru and Margaret do not thrive in that system. So do Maru and Margaret stick around and accept the death plots and prejudice? So, I like Maru as a character because in the end, he actually makes a stand against the whole village, he challenges Moleka to come after him if his love is really superior – alas, Moleka chooses the here and now. So, Maru is not by any means perfect but then again Moleka is not exactly a saint either. Maru chooses the future without prejudice in a new society. Moleka chooses the current society with all its flaws. i think it is a misconception to think that Bessie head meant this to be a fairy tale. This story is very close to reality. There are no happy solutions to fighting injustice, prejudice and other such vices. The overcoming of such only is attained by those who are strong enough to make tough decisions even when those decisions are unpopular. Would Moleka really have left his womanizing ways and settled for a woman who didn’t care about social status? †¦Ã¢â‚¬ ¦if Bessie head had ended the story with Moleka and Margaret together then it would have been a fairy tale