Diageo Marketing Strategy

Diageo Marketing Strategy Introduction Diageo began as a world leader in branded foods and drinks, formed in December 1997 through a merger of Guinness PLC and alcohol and Grand Metropolitan plc (The Gale Group Inc, 2006). In 2000 2002, a strategic decision by Diageo was made to exit the companys food interests by divesting its food companies and exclusively focusing on premium alcohol. A detailed history of Diageo plc up to and immediately after its creation is set out in Figure : Our Business Diageo History Family Tree Diageo is currently the worlds largest drinks company by volume, net sales and operating profit (Diageo PLC, 2012) with a large collection of brands which include spirits, beer and wine. There are currently 14 brands which Diageo identifies as global priority brands. These are: Johnnie Walker whisky Smirnoff vodka Crown Royal whisky Ciroc vodka JB whisky Ketel One vodka Windsor Captain Morgan rum Buchanans whiskey Jose Cuervo tequila Bushmills whiskey Tanqueray gin Guiness stout Baileys liqueur (Diageo PLC, 2008) Diageos Current Business Strategies Diageo owns seven of the worlds top 20 spirits brands. Diageos beer brands include the only global stout brand, Guinness, and together these beer brands account for approximately 20% of net sales while Diageos wine brands represent approximately 5% of Diageos net sales. This means that Diageos size provides for scale efficiencies in production, selling and marketing. This enables cost efficiencies and the dissemination of best practices in business operations across markets and brands allowing Diageo to serve its customers and consumers better. From 2005 to the end of financial year 2011 (ending 30 June 2011), Diageo managed its operations by four regions: Europe, North America, International and Asia Pacific. In financial year 2012 (FY 2012) the International region was split into Africa and Latin America sections, producing five geographical regions globally. This general structure brought about good results. Analysis of Diageos annual reports from 2007 to 2012 shows that gross sales rose from  £ 9,704,000 to  £14,594,000, an annual average increase of 7%. Due to the level of continued change in global markets and the requisite innovation necessary, it has Diageo completed an operating review in 2011 which recommended changes in structure and focus, and this resulted in a net movement of personnel from developed market regions to emerging market regions. The changes are expected to be fully implemented by 30 June 2013 (Diageo PLC, 2011) (Diageo PLC, 2012) . This restructuring should allow Diageo to improve its effectiveness and the productivity of its operations and to position resources nearer to the market and to the geographical regions where there is a great potential for growth. Read through and differentiate the different strategies under headings .i.e. Business strategy- Generic strategies (Diageo uses focused and differentiation) and Interactive strategies. Put everything under headings Competitive Strategies (Johnson, Whittington, Scholes, 2011, p. 199) define competitive strategy as being concerned with how a strategic business unit achieves competitive advantage in its domain of activity. Therefore a Strategic Business Unit (SBU) creates competitive advantage when it creates value for its users where the cost effectiveness of supplying it is superior to that of rival SBUs. (Johnson, Whittington, Scholes, 2011) further add that Porter defines three generic strategies which create competitive advantage for a company are; differentiation, cost leadership and focus strategies. This report has seen that Diageo uses both Focused and Differentiation strategies when pushing its products to its target market. This is because Diageo focuses on premium liquor that is targeted to a particular market. Tools: advertising (localisation), vertical integration, premiumisation, seasonal pricing strategy, first-mover advantage, employee training SABMiller. Diageos strategy is to drive top line growth and margin improvement in a sustainable and responsible way, to deliver consistent value creation for shareholders over the long term. It will do this through its geographic breadth, its outstanding brands across beverage alcohol categories and the expertise of its people. (Diageo PLC, 2012). Production and supply Diageos supply organization is responsible for producing, distilling, brewing, bottling, packaging and distributing its brands. It is committed to efficient, sustainable production. Diageo has created a competitive advantage in both its cost base and in the first class customer service it delivers. Investment in production facilities is focused on building capacity for the production of scotch, beer and rum, with both high speed and high volume, cost efficient production lines and with flexible production facilities to create an industry leading supply chain for innovation, especially in luxury products. The business recognizes that it operates in a world where natural resources are limited. Diageo has set itself challenging environmental targets covering water efficiency; increasing use of sustainable packaging and reduction in pollution, carbon emissions and waste-to landfill (Diageo PLC, 2012). Differentiation strategy Products For a company to use this strategy it should prove unique products for which their customers will be prepared to pay a premium price. This is seen in Diageos recent launches which focused on the consumers wish for luxury, the tastes and increasing affluence of the emerging middle class consumer which ultimately increased the accessibility of spirits through flavor extensions and packaging and drink formats (Diageo PLC, 2012). Premiumisation [jubilee scotch] innovation around RTD products, adult progressive drinks. Customer care and Retention When it comes to customer care and sale of its products, Diageo works in collaboration with its customers to drive profitable category growth, by building partnerships with retailers and on-premise customers. The Diageo Way of Selling program equips both Diageo and its customers with the tools to be the best sales force in the industry and to create commercial and strategic value for all parties. The European Customer Collaboration Centre provides a state of the art facility to bring consumer, shopper, retailer and distributor insights together to facilitate integrated planning with customers. These tools enable Diageo to realize its ambition to become an indispensable business partner to its customers (Diageo PLC, 2012). This means that when the customers go to buy their products its a fulfilling experience and they get all their questions or suggestions met and this works well with Diageo as they use this as feedback. Environmental and socially responsible Diageo being the socially and environmental responsible company, it has a history of being a sustainable and responsible company dating from Arthur Guinness who was responsible for philanthropic community programs and through the 1930s when its predecessor companies marketed their brands in a responsible manner. Diageo understands the social, environmental and economic impact of its activities and has adopted a structured approach to manage these impacts, to build engagement across stakeholders, to create value, especially in emerging markets; and to protect Diageos license to operate (Diageo PLC, 2012). Balance of alcohol in the community (Diageo PLC, 2012) states that the company is not all about profits and losses, it ensures that even the employees are proud of the responsible manner in which its brands are marketed and the role that moderate consumption of its brands can play as part of the balanced lifestyle for millions of people. Diageo seeks to be at the forefront of industry efforts to promote responsible drinking and works with key stakeholders to combat alcohol misuse. Eco-friendly technology Diageos production teams have created award winning technologies to meet these targets with the aim of reducing Diageos environmental footprint, delivering business efficiencies and securing supply into the future. Diageo is committed to generating prosperity in the communities in which it operates, especially in the emerging markets by integrating its supply chain into the local community and via direct community initiatives such as Learning for Life and Water of Life (Diageo PLC, 2012). Development of the workforce Diageo believes that industry leading performance will be delivered through a talented and diverse workforce and great leadership. The company has active programs that ensure the development of its management and leaders. Great leadership combined with a culture of good governance and ethics protects Diageos reputation and supports the sustainable efficient growth of the business (Diageo PLC, 2012). Focus Strategy (Johnson, Whittington, Scholes, 2011) state that focus strategy focuses on a particular segment of market and modifies its products and services to fulfill the needs of that exact segment while excluding others. In terms of relationships with distributors and suppliers Diageo has strong routes to market which leverage local expertise. In the United States Diageo is required by law to operate via a three-tier distribution system which separates suppliers, distributors and retailers. Diageo works with distributors who provide a substantial dedicated sales team of over 2,900 people. Outside of the United States Diageo owns and controls the route to market in many markets, and where Diageo has not established its own subsidiary, the route to market is through joint ventures, associates and third party distributors (Diageo PLC, 2012). This kind of command on distributorship and supply is why Diageo is known for its quality products and this ensures customers get what they pay for. The Strategy process Intended Strategy Development Strategic Leadership: the role of vision and command In 2000, the newly appointed CEO of Diageo, Paul Walsh, embarked on a strategic review of all operations and was determined to recreate Diageo as the worlds leading premium drinks business (Davidson, 2004). By selling off the companys food concerns and concentrating on the marketing and innovation of its core premium drinks brands, Paul Walsh refocused and reenergized the company (Encyclopedia of Business, 2012). Walshs leadership gravitates towards the visionary style since it more closely follows one that motivates others, helps create the shared beliefs, and shapes more detailed strategy (Johnson, Whittington, Scholes, 2011, p. 400). Strategic Planning Four key pillars of the formulated strategic plans can be identified as: Promotion of the global strategic brands Vertical integration Cost reduction Acquisitions, mergers and divestments Exploring new territories Promotion of global strategic brands Strategic brands (formerly global priority brands) have always been a key pillar of its strategy. In 2007 there were eight of these Johnnie Walker whisky Smirnoff vodka JB whisky Captain Morgan rum Tanqueray gin Jose Cuervo tequila Guiness stout Baileys liqueur (Diageo PLC, 2007) These are brands which Diageo considers to have the greatest current and future earnings potential (Diageo PLC, 2007, p. 9). By 2012 the number of brands in this category had risen to 14 as set out in Table . Although the company was structured into four distinct geographical regions, the global priority brands took precedence over the regional divisions. ref Since the eight brands constituted the lions share of earnings, it was considered important to manage these products at the highest level. Growth strategy and promotion was engineered at the corporate level. However that did not mean that regional business units were spoon-fed material from corporate level. There was a great deal of localisation in promoting these products. An example of a major long-running campaign which has been progressively adapted to different regions is the Walk with Giants campaign which in FY 2012 featured the respected long distance Olympic champion Haile Gebrselassie in an Africa campaign. Vertical integration Diageo has taken considerable control of the supply chain, being involved in developing, brewing, distilling, bottling, packaging, distributing, and marketing. It has physical plant which covers the previously listed activities as well as specialised functions such as malting, packaging plants, vineyards, maturation warehouses, cooperages, distribution warehouses, and bottle manufacturers (Diageo PLC, 2007). In Kenya the process goes as far as involvement in the growing of input cereals to brewing ref. In the USA, total vertical integration is moderated by law, which states that there should be three levels of supply: manufacturing, distribution and retail. In that market therefore, Diageo works to identify solid partners in distribution, usually only one partner per state. Acquisitions, mergers and divestments Strategic acquisition and sale of unfocussed business units was in Diageos business genes, as it was formed from a succession of such moves. It has continued to be a key part of its growth. Since 2000 the organic growth of th Exploring new territories Although Diageo had possession of many of the worlds strongest liquor brands, and could have been satisfied with continuing to depend on this cash cow business, it has as a company been quite adventurous and curious in enacting a deliberate policy of exploring emerging markets. Part of Diageos growth strategy includes expanding its business in certain countries where consumer spending in general, and spending on Diageos products in particular, has not historically been as great but where there are prospects for growth (Diageo PLC, 2007, p. 17). This arm of the business was only delivering 20% of the revenue in 2007, despite representing considerable complexity in management. Emerging markets can be difficult to manage due to the relatively low purchasing power, poor infrastructure, and traditional local involvement in distribution channels. However this persistence has clearly paid off for the company. From a small but hopeful difference in growth compared to developed country market s in 2007, the emerging markets have increased in strength and importance, until in 2012 they represented 40% of revenue, which is expected to reach 50% by . Diageos strategy is to drive top line growth and margin improvement in a sustainable and responsible way, to deliver consistent value creation for shareholders over the long term. It will do this through its geographic breadth, its outstanding brands across beverage alcohol categories and the expertise of its people. (Diageo PLC, 2012) Emergent Strategy Development Logical incrementalism PESTEL reactions Advertising in US about spirits on TV product change Levels of distribution. 2008 credit crunch emerging market growth smarter at localised promotion? Diageo hiding behind EABL my country my beer. Managing Strategy Development [figure with the five regions and amended brand strategy] Reconfigured structure concentrating more on emerging markets. Overall growth highlighted graph showing growth. Evaluation of Innovation and Entrepreneurship Practices Diageo is always innovative and this is in its strategies all through the company. All the stakeholders know what is expected of them and there is always something new that Diageo is coming up with. Below are some of the new ideas that have been rocking Diageo: Innovation unlocks growth in developed markets. In Ireland, for example, we have introduced new dispense technology to bring perfect cocktails to bars which do not usually serve cocktails. Smirnoff Mojito is available in over 600 Irish outlets which are now selling a total of nearly 40,000 cocktails a week (Diageo, 2012). Diageo entered the Indian made foreign liquor segment (IMFL) with the launch of Rowsons Reserve, a premium IMFL whisky. It is a blend of selected premium Indian whiskies and reserve stocks of the finest aged Scotch whisky matured in American oak casks that are mellowed to give a rich smooth finish. It has a well-rounded and balance flavour profile, with a soft, lingering aftertaste. Its distinctly superior liquid and premium packaging allows it to stand out as a premium offering (Diageo, 2012). Smirnoff, the worlds number one vodka, revealed an exciting new flavour variant, exclusive to travel retail. Smirnoff Gold Collection with the luxury of gold in every drop is unique, cinnamon spiced vodka. Gold cues feature prominently in all executions and the gold etched bottle itself showcases a flurry of real, edible gold leaf flakes, magically suspended in this truly indulgent vodka (Diageo, 2012). Guinness Black Lager has the refreshing taste of lager, but all the character of Guinness which consumers love. We take immense pride in the quality of our product and ensured that we built on the Guinness legacy. The refreshing taste is locked in by the bespoke amber Guinness bottle. The contemporary packaging design combines premium, detailed silver and blue colour with hallmark symbols of Guinness brewing provenance and heritage (Diageo, 2012). This March saw the launch of Orijin, the latest drinks innovation from Guinness Cameroon. Perfect for all social occasions, this authentic ready to drink alcoholic beverage ,an alternative to beer, is made from a blend of traditional African herbs such as kola nuts, ginger and cloves, and sweet tropical fruits, giving it a refined, bitter-sweet and uplifting taste (Diageo, 2012). We need to offer more choices to female consumers. In Kenya, we launched Snapp. Women there told us they didnt like drinking beer, particularly in the on trade because both the packaging and the liquid were viewed as too masculine. Snapp is a premium, crisp apple tasting drink that provides women with a more stylish and sophisticated alternative to beer (Diageo, 2012). As a darker, spiced rum from Captain Morgan, Captain Morgan Black Spiced expands the brands footprint into the bolder, more masculine whiskey occasion. The brand honors the legend of the real Captain Morgan, whose spirit is said to still roam the waters of the Caribbean today. Captain Morgan Black Spiced Rum is best enjoyed on the rocks, but is also delicious as the key ingredient in edgy, new twists on classic cocktails, such as Henry Morgans Old Fashioned (Diageo, 2012). The new frozen Ready to Serve pouch format from Parrot Bay offers consumers an easy and affordable way to enjoy the drinks they love. Parrot Bay frozen tropical drinks are your favourite tropical drinks perfectly mixed every time, available in Pià ±a Colada, Strawberry Daiquiri, and Mango Daiquiri. Just freeze, squeeze and enjoy (Diageo, 2012). Offering a credible, exciting new alternative to beer for British males, Jeremiah Weed Brews is a range of two products Mash and Root Brew. The combination of an authentic American brand, independent positioning, simple design and a unique jam jar serve over ice has helped deliver the masculine credibility of beer with an enjoyable taste. Jeremiah Weed has now been rolled out to 7,000 on trade outlets in Great Britain (Diageo, 2012). Harp Lime is Nigerias first flavoured beer. With a clean and crisp taste, and just a hint of lime, it is uniquely refreshing. Harp Lime has been well received, with distribution growing steadily, and the distinctive Harp Lime advertising impacting positively on the Harp Trademark equity. Harp Lime is available in both sleek 30cl bottles and cans (Diageo, 2012). The Tusker brand has been enjoyed in Kenya since 1922, and now new Tusker Lite keeps the brand innovative and relevant by addressing todays consumers balanced lifestyle choices with a refreshing low calorie beer. Tusker Lite is positioned within the same mainstream segment as the parent brand Tusker Lager (Diageo, 2012). This years Asian Festive season gifting design was inspired by the characteristic big, bold flavors of the Johnnie Walker brand. The packs were launched in stages, from India for Diwali and then across Asia Pacific for Chinese New Year. The eye-catching limited edition gift boxes boast a beautiful design that allows each variant to stand out on shelves, with impressive and refined packaging including an embossed box and gold foiling (Diageo, 2012).

Love, Sonnets and Songs :: Sonnet essays

Love, Sonnets and Songs.   Mary Wroth's prose romance, The Countess of Mountgomeries Urania, closely compares with her uncle, Sir Philip Sidney, 1593 edition The Countess of Pembroke's Arcadia.   Wroth was undoubtedly following her uncle's lead by trying to emulate Astrophil and Stella.   Astrophil and Stella and Pamphilia to Amphilantus are both about being in love and they both have over one hundred sonnets and songs. After rereading both pieces, I was struck not by their similarities but by their differences.   For example, Stella is assertive and Pamphilia is passive.   Stella is truly bound by her love for Astrophil while Pamphilia cannot break herself free from the love she feels forAmphilantus.   Sidney creates a female beauty that retains her voice and speaks, whereas Wroth allows her woman to remain inactive and vulnerable.   However, Wroth no longer allows the female to be the object.   She gives the female a voice and she is now the speaking subject.   Pamphilia remains inactive and unfulfilled but very patient. A good question for the reader to ask oneself is why would Wroth not establish a strong female speaking subject like the one she was trying to imitate?   Wroth was the first woman writer in England to publish a romance and a sonnet sequence.   She was by no means conservative or cared about what people thought of her, which has been proved by the antics of her personal life.   So why not establish that same woman character/speaking voice in her prose?   I would like now to look at the similarities and differences of Stella and Pamphilia. First, Philip Sidney and his female character Stella.   Stella has a voice and does speak, however, she speaks in the songs and not the sonnets themselves.   We see in the first two lines in each stanza of the Eleventh Song, Stella speaking and Astrophil answering her. Who is it that this dark night Underneath my window plaineth? It is one who from they sight Being (ah) exiled, disdaineth Every other vulgar light. Because she is not granted a sonnet, the standpoint that women are not allowed a voice has some truth to it.   Another standpoint is the way the women are viewed.   Women are viewed by their physical aspects.   For example, in sonnet 7, the speaker states: When Nature make her chief work, Stella's eyes In color black why wrapped she beams so bright?

Commercial aviation

Introduction Yield management can be described as the collection of processes, techniques used by airlines to make its customers pay as much as possible for their seats, while maintaining load-factor., (Alderighi et al, 2012). Mittal et al (2013) added that it has become near impossible to sustain a business without affective yield management, in particular when capacity is constrained. It was also noted that increased competition through low-cost carriers has created an environment where yield management must be monitored to ensure carriers can compete effectively on price, (Vila, 2011). This assignment will consider how airlines use yield management as a tool to meet management strategies, providing examples to support research. The strategies that emerge from this use will also be considered along with their effectiveness. The main strategy of the airline is to maximize revenue from its available inventory of stock (its seats). The strategy is to sell the right seats to the right people, (Kimes, 1989). The airline must find a trade-off between discounting its seat to increase sales and fill its inventory, while selling full-fare tickets to generate profits its operations, (Vila, 2011). Airlines Fixed Capacity The reasoning behind the need for yield management is the fixed capacity faced by airlines. Airplanes have a fixed capacity (seating) and so will attempt to generate the greatest income from the availability. Furthermore, airlines must also consider that their operations face a high-level of fixed costs in terms of staffing, fuel etc. Given this, the airline needs to manage capacity to ensure profitability, (Sheehan, 2013). The equation for yield management could be shown as: The formula above compares the revenue achieved with the maximum potential revenue. For example, take an aircraft with 200 seats, which could each sell for ?100, adding up to maximum potential revenue of ?20,000. However, the carrier has only sold 150 seats at an average of ?80 (total ?12,000 revenue) per seat given early discounts and last-minute offers. Given this, the equation will be: Market Segmentation With the above, airlines have generally been successful given their ability to segment the market with a number of strategies. Firstly, airlines have adapted their strategies to offer a number of ticketing options, allowing them to differentiate prices, also seen in the hotel sector in terms of room offering, Dunbar (2003). One main factor is flexibility; some consumers will prefer the lowest-cost ticket with non-cancellation or change, while some will be willing to pay more for the same seat given the flexibility to cancel/change their booking. Another example could be the timing of flights; some consumers will be willing to pay more for daytime flight than an overnight flight, while again, some consumers will be willing to pay more for a direct flight than a flight with numerous changes, (Shaw, 2012). However, airlines are able to use connection flights as a way to control inventory by flying consumers to a hub airport, where they can then fill up other flights capacity. For example, take a journey from London Heathrow to Tokyo; a consumer could either fly direct with British Airways for around ?900/ return or fly with Emirates, with a connection in their Dubai hub, for around ?650/ return, with Emirates benefitting from filling up inventory on its flights, (Expedia, 2014) [Online]. Finally, one the most common forms of segmentation is different ‘classes’ available on flights. While some of the cheaper airlines only offer standard class to focus on the price-sensitive consumers, major airlines have developed a number of classes to differentiate pricing. For example, a consumer could fly economy, premium economy, extra-legroom, business-class and first-class, which all over a slightly different service, allowing the airline to charge a different price as well as appealing to different customers, (Belobaba et al, 2009). Inventory To airlines, their inventory is their seat capacity, which could be seen as ‘perishable’ – if the plane departs with empty seats, the capacity is lost and no revenue can be derived. Again, this brings into question a trade-off, between selling advanced tickets at a lower price to ensure a desired ‘load-factor’, while also saving capacity in the hope that a higher-paying customer will purchase. This brings into question fluctuating demand by time and season. Yield Management may be used as a tool to smooth the demand pattern, which may see some airlines fares change by the hour/ day, (Alderighi et al, 2012). For example, an airline may increase its business class seats during the week, working hours; given the main demand for this offering will be business travelers, who would be more likely to make the booking during the working week. Furthermore, an airline may also increase its price during peak seasons, given the higher underlying demand, leading to increased revenue, which could then be used to support lower prices in the low season to entice customers. Airlines will respond to increased demand by upping prices; an example could be seen with flights from the UK to Brazil for the upcoming World Cup (Clarke, 2013) [Online]. According to Lufthansa Systems (2014: 1) [Online]: â€Å"Today’s airline business is evolving into a two-tier industry: global alliances are reaching worldwide coverage and no-frills carriers are gaining market share with a low-cost, point-to-point product.† No-Frills airlines increase competition The continued expansion of no-frills airlines coupled with the recent economic depression has combined to dampen demand for major carriers such as British Airways (BA), KLM on some routes, (Alderighi et al, 2012). This move has been supported by new, more fuel-efficient aircraft and also development of infrastructure, which has allowed these low-cost carriers to operate from new ‘hubs’, (Weiss, 2014) [Online]. For example, in London, the majority of major international carriers such as BA, Emirates, Virgin operate predominantly from London Heathrow, however, the development of Stansted airport has provide greater capacity for Ryanair and EasyJet, at lower costs, while the infrastructure development has allowed the airport to be a viable option for customers throughout London and the South, (Neufville, 2008). Closer Integration to Control In a bid to counter increased competition and improve capacity efficiency, airlines are continuing to integrate and form alliances, (Merkert, 2012). For example, BA recently merged with Spain’s Iberia, given it greater access to South American routes, (BBC Business, 2010) [Online], while also buying smaller regional UK carrier BMI, to take control over its Heathrow landing slots, (CAPA, 2013). Furthermore, BA is also part of the ‘OneWorld’ alliance, with other airlines such as American Airlines (AA) among others, (OneWorld, 2014) [Online]. Apart from OneWorld, Star-Alliance and SkyTeam are the other major alliances. These alliances allow airlines to share capacity, reducing the need for direct competition on a number of routes, which could then lower price. According to IATA (2013), customers now demand a ‘from anywhere to anywhere’ service, which is impossible for one airline to supply efficiently, increasing the need for connection flights and multiple carriers. On their own, few airlines would be able to generate the needed traffic to justify a daily non-stop service; furthermore some airlines may be constricted by availability of infrastructure and flight capacity, (CAPA, 2013). For example, take BA, the airline is currently restricted by capacity at Heathrow airport, which may restrict its opportunity to serve each US route; however through joining with AA in the alliance, BA could offer services a selected number of major US hubs, where AA could then fly customers onto their final destination, (Wu, 2014). This will also reduce the need for major capital deployment into new air craft from BA, BA could focus these resources on new routes and emerging markets for example. Research from Brueckner and Spiller (1994), Bailey and Liu (1995) and Brueckner and Whalen (2000) all concluded that consumers put great emphasis on price and network scope. Network scope is increasingly relevant for business travelers as globalization opens up new markets and opportunities, increasing the need for services to a wide range of destinations. Network depth, with a choice of convenient timings for travel, is also important for these passengers, (IATA, 2013). However, not all airlines have adopted alliances, instead moving on with major expansion plans, with the main example Emirates. The airline has increased its fleet in a bid to expand routes rapidly; however, this has been supported by major capacity at its Dubai hub coupled with a favorable location between the growing African and Asian markets. Furthermore, backing from Dubai, who are pushing to turn the emirate into a major tourism destination are supporting major capital outlays on new aircraft, also allowing the carrier to undercut on prices, (Arabian Money, 2013) [Online]. Technology Carriers can also use technology in a bid to aide yield management. For example, carriers can use a Computer Reservation System (CRS) to track purchases of seats in terms of time, price. As more sales move online and onto carrier websites, carriers will find it easier to track demand for their flights. With this information, carrier ay determine optimum times to sell higher-priced tickets or levels at which to discount to attract sufficient demand to fill the plane. Carriers could also utilse information from Global Distribution Systems (GDS) such as Galileo Desktop, which is: â€Å"Galileo Desktop is a sophisticated global reservation, business management and productivity system that gives you vast content options, accurate pricing capabilities, and highly capable booking tools.† (Travelport, 2014) [Online] These systems could be used along with information from Passenger Name Records (PNR) to analysis customer behavior and buying habits to ensure greater achieved revenue. For example, a carrier such as Ryanair may use the data to determine its optimal pricing, given the focus on price for low-cost airlines. This may prevent the carrier from over-discounting on tickets, increasing achieved revenue. The more information that a carrier can collect on customer behavior, the greater chance they have of determining a pricing strategy to achieve the greatest revenue, (Wensveen, 2011) Concluding Remarks From the discussion above, the issue of yield management has gained greater emphasis as the continued expansion of ‘No-Frills’ airlines and a more price-sensitive consumer have led to greater need to control costs. In a bid to control their revenue, airlines have adopted a number of methods, with market segmentation continuing to be a main point. Airlines have focused on splitting the market, offering new seat/booking options to justify a differing price; to add, with the deliveries of the new Airbus A380’s, a number of airlines are increasing the top-market offerings such as individual cabins and lay-down beds to increase revenue from the business/first-class segment, allowing them to compete more effectively for the price-sensitive consumer in economy class. Furthermore, airlines are now concentrating on joint ventures and alliances to further increase efficiency and reduce costs in a bid to maintain yields as increased competition put little potential for price increases. The discussion has shown that these ventures provide great potential for airlines when faced with capacity and infrastructure issues. References Alderighi, M, Nicolini, M and Piga, C (2012): Combined Effects of Load Factors and Booking Time on Fares: Insight from the Yield Management of the Low-Cost Airline, Italy, Italy, Fondazione Eni. Alderighi, M, Cento, A, Nijkamp, P and Rietveld, P (2012)1: Competition in the European aviation market: the entry of low-cost airlines, Journal of Transport Geography, 24, pp223-233. Arabian Money (2013) [Online]: Seat sale as Emirates expands aggressively for market share, Available at http://www.arabianmoney.net/business-travel/2012/02/08/seat-sale-as-emirates-expands-aggressively-for-market-share/, Accessed 04/03/2014. Bailey and Liu (1995): Airline Consolidation and Consumer Welfare, Eastern Economic Journal, 21 (4), pp10-24. BBC Business (2010) [Online]: British Airways and Iberia sign merger agreement, Available at http://news.bbc.co.uk/1/hi/8608667.stm, Accessed 04/03/2014. Belobaba, P, Odoni, A and Barnhart, C (2009): The Global Airline Industry, USA, Wiley. Brueckner and Spiller (1994): Economies of Traffic Density in the Deregulated Airline Industry, Journal of Law and Economics, 379. Brueckner, J and Whalen, W (2000): The Price Effects of International Airline Alliances, The Journal of Law and Economics, 43 (2), pp42-56. CAPA (2013): Heathrow Airports slot machine, UK, CAPA. Clarke, D (2013) [Online]: England fans warned to expect high-prices in Brazil, Available at http://www.direct-travel.co.uk/travel-insurance-news/england-fans-warned-to-expect-high-prices-in-brazil-801650475, Accessed 05/03/2014. Dunbar, I (2004): Market segmentation: How to do it, how to profit from it, USA, Elsevier Publications. IATA (2013): The economic benefits generated by alliances and joint ventures, USA, IATA. Kimes, S (1989): Yield Management: a tool for capacity-considered service firms, Journal of Operations Management, 8 (4), pp348-363. Lufthansa Systems (2014) [Online]: revenue Management and Pricing, Available at https://www.lhsystems.com/solutions-services/airline-solutions-services/commercial-solutions/revenue-management-pricing.html, Accessed 05/03/2014. Merkert, R and Morrell, P (2012): Mergers and Acquisitions in aviation-management and economic perspectives on the size of airlines, Logistics and Transportation Review, 48 (4), pp853-862. Neufville, R (2008): Low-Cost Airports for Low-Cost Airlines, Transportation Planning and Technology, 31 (1), pp35-68. OneWorld (2014) [Online]: Member Airlines, Available at http://www.oneworld.com/member-airlines/overview, Accessed 04/03/2014. Mittal, P, Kumar, R and Suri, P (2013): A Genetic Simulator for Airline Yield Management, International Journal of Engineering Research & Technology, 2 (9). Shaw, S (2012): Airline marketing and management, UK, Ashgate Publishing. Sheehan, J (2013): Business and Corporate Aviation Management: Second Edition, USA, McGraw Hill Professional. Travelport (2014): Galileo Desktop, Available at http://www.travelport.com/Products/Galileo-Desktop#, Accessed 04/03/2014. Vila, N and Corcoles, M (2011): Yield management and airline strategic groups, Tourism Economics, 17 (2), pp261-278. Voneche, F (2005): Yield Management in the Airline Industry, USA, Berkeley. Wensveen, J (2011): Air Transportation; A Management Perspective, London, Ashgate Publishing. Weiss, R (2014) [Online]: Lufthansa targets lower costs on new aircraft’s fuel use, Available at http://www.bloomberg.com/news/2014-01-10/lufthansa-targets-lower-costs-as-new-aircraft-help-savings-plan.html, Accessed 04/03/2014. Wu, C and Lee, A (2014): The impact of airline alliance terminal co-location on airport operations and terminal development, Journal of Air Transport Management, 36, pp69-77.

The Three Best Places to Start Your Journalism Career

When I was in grad school I had a part-time gopher job at the New York Daily News. But my dream was to be a reporter in a big-city newsroom, so one day I put together my best clips and walked into the office of one of the papers top editors. Id toiled at several student papers and had an internship under my belt. Id also worked part-time at a local daily paper when I was an undergrad in journalism school. So I asked her if I had what it took to get a reporting job there. No, she said. Not yet. This is the big-time, she told me. You cant afford to make mistakes here. Go and make your mistakes at a smaller paper, then come back when youre ready. She was right. Four years later I did return to the Daily News, where I worked as a reporter, Long Island bureau chief and eventually deputy national news editor. But I did so after getting solid newsroom experience at The Associated Press, experience that prepared me for the big leagues. Too many journalism school grads today want to start their careers at places like The New York Times, Politico and CNN. Its fine to aspire to work at such lofty news organizations, but at places like that, there wont be much on-the-job-training. Youll be expected to hit the ground running. Thats fine if youre a prodigy, the Mozart of journalism, but most college grads need a training ground where they can be mentored, where they can learn - and make mistakes - before they hit the big time. So heres my list of the best places to start your career in the news business. Weekly Community Papers Probably not a sexy choice, but short-staffed weeklies offer new hires the opportunity to do a little bit of everything - write and edit stories, take pictures, do layout, and so on. This gives young journalists the kind of broad newsroom experience that can be valuable later on.​ Small to Midsized Local Papers Local papers are great incubators for young reporters. They offer you the chance to cover all the things youll cover at bigger papers - cops, courts, local politics and the like - but in an environment where you can hone your skills. Also, good local papers will have mentors, older reporters, and editors who can help you learn the tricks of the trade. There are plenty of very good local papers out there. One example: The Anniston Star. A small-town paper in southwest Alabama may not sound like the most exciting place to start out, but The Star has long been known for solid journalism and a crusading spirit. Indeed, during the civil rights movement in the 1960s, The Star was one of few southern papers to support school integration. The states racist governor, George Wallace, nicknamed it The Red Star for its liberal stance. The Associated Press The AP is the boot camp of journalism. People in the AP will tell you that two years at the wire service is like four or five years anywhere else, and its true. Youll work harder and write more stories at the AP than in any other job. Thats because while the AP is the worlds largest news organization, individual AP bureaus tend to be small. For instance, when I worked at the Boston AP bureau we had maybe a dozen or so staffers in the newsroom on a typical weekday shift. On the other hand, The Boston Globe, the citys largest newspaper, has dozens if not hundreds of reporters and editors. Since AP bureaus are so small, AP staffers have to produce a lot of copy. While a newspaper reporter might write a story or two a day, an AP staffer might write four or five articles - or more. The result is that AP staffers are known for being able to produce clean copy on very tight deadlines. In an age when the 24/7 news cycle of the Internet has forced reporters everywhere to write fast, the kind of experience you get at the AP is highly prized. In fact, my four years at the AP got me the job at the New York Daily News.