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Case 3 Q1. How would you rate Dineshs behavior? What method of appraisal would you use? Ans.: Mechanists are related to labor category; and there must be some labor union in a company. As Dinesh is a senior employee with very good performance record; his alcoholic and tempering behavior is may be due to some family or official problem, which was unknown to everyone. Dineshs co-workers may know the fact; which should be analyzed by his supervisor to solve. Commonly, labor categories do not carry any appraisal programs. As the incident is just as a critical incident the higher level authorities must look after the issue to eradicate the issue, not the issuer. Employees are the assets of a company. If anything went incorrect, the managers should resolve that, not to throw them out. Q2. Do you assess any training needs of employees? If yes, what inputs should be embodied in the training program? Ans.: Trainings for labor category must be in a group, not individually. Every people must have some kind of personal or official problem; it is impossible if we go to rectify each and every task individually. However, conducting a stress-free or a leadership training programs are very helpful to employees. As well as, every employee has bound to follow the company policies, rules & regulations. The management should organize such kind of training and informative programs for every employee; so that everyone should go after that. Supervisors and senior personnel must be trained and taught how to control and manage their sub-ordinates, how to tackle and handle such kind of silly issues rose in their everyday official life, etc. Treating a labor and treating an officer are totally different kind of acts. Supervisors should not go rudely against their labors in any case. case 5 Q1. Bring out the principles of promotion that were employed in promoting Jaggu. Ans.: Jaggu was a diligent person; however he has having an over ambitious attitude. Whatever he achieved in his life was due to his devotion and performance in his job. He did extremely well in every opportunity occupied by him. Since he joined as a technical assistant in 1977, he never left education until getting a doctoral degree, in 1989. Education was his obsession. He was promoted to every step within a short period by his excellent performance and good career analysis. Q2. What would you do if you were Suresh, Prahalad and Ravi? Ans.: Marketing people commonly complain the production department. Suresh and Prahalad were belonging to production, and the complaints against him are concocted. They should ask Ravi, the EVP regarding the fact. Due their silent backdrop, Jaggu took the chance and became the section head for production. As an Executive Vice President, Ravi should investigate the matters concerning Suresh and Prahalad, before shifting to sales and appointing Jaggu as the productions section head. Ravi should locate the right person at a right position. After seeing Jaggus defending activities for his brother-in-law and allegedly reported with corruption, Ravi should suspend Jaggu immediately, instead of giving a chance of revert. Q3. Bring out the ethical issues involved in Jaggus behavior. Ans.: Jaggus behavior was totally unethical. At first he started fictional complains against the production team; then, humiliated his subordinates; appointed his brother-in-law, who was a corrupt by nature. Again, he started defending his corrupted brother-in-law, who caught while stealing 5lac Rs. worth of copper. And at last, he too involved in corrupting nearly Rs. 20lac and started his own consultancy with false declarations. Case 3 Q 1 The P&G Godrej alliance became operational in April 1993. Around this time, P&G increased its stake in its Indian subsidiary P&G (India) from 51% to 65%, while Godrej, after having operated for several years as a private company, went public. [ As soon as the alliance became operational, P&G engineers introduced new systems such as Good Manufacturing Practices and Material Resources Planning in Godrej plants. The two companies seemed to show a considerable amount of sensitivity to the cultural differences between them. For about a year, it looked as though things were going fine. Thereafter, elements of distrust began to surface and the two companies found the differences in management styles too significant to be brushed aside. By December, 1994, rumours were rife that P&G and Godrej did not see eye to eye on many key issues. Q.2 Next month, about 10 million Californians may begin paying as much as 30 percent more for electricity, [ in a maddening coda to one of the most costly public policy mistakes ever made. When the state's leaders started moving the energy system toward deregulation six years ago, they envisioned a brand new day in which utility companies' long-standing monopoly would be broken and rates would decline by as much as 25 percent. Instead, when it is over, it may cost customers of the state's investor- owned utilities $40 billion, perhaps more. In the coming year, it could harm the world's sixth-largest economy and send a ripple effect throughout the globe for those dependent on California's continued prosperity. This is the story of what went wrong with deregulation, and how planning lapses, serious policy blunders - and warnings that came too late - set California's two main utilities, Pacific Gas & Electric Co. and Southern California Edison, toward a train wreck. Power plant construction lagged while demand expanded. Leaders misjudged how much competition there would be to supply California with juice. And flawed deregulation laws left utilities and their customers at the mercy of power companies, extracting the highest price for electricity. "There was a blind adherence to free-market ideology that couldn't possibly work," said Eugene Coyle, a former utility securities analyst, economist and early opponent of deregulation. "There were poorly thought-out specifics." In the early 1990s, businesses were fleeing the state amid the worst economic times since the Great Depression. Energy rates were 50 percent higher than they were on average across the nation, because of commitments to more expensive, environmentally friendly power and cost overruns for nuclear power plant construction. Large customers such as steel makers, mining concerns and cement makers, for which electricity costs make up 25 percent of their overhead, saw that independent power producers were offering power much more cheaply. Case 4 CLOSING CASE: CHINAS DEVELOPING ACCOUNTING SYSTEM The closing case describes the evolving nature of the accounting system in China, and thechallenges that this creates for Western firms. Discussion of the case can be assisted bythe following questions Q 1 The legacy of communism is critical in understanding the Chineseaccounting system. The primary role of the accounting system was to measure outputand conformance to plan. Given that most large enterprises are still government owned,and that most assets are the property of the state, neither profitability nor financialstrength were relevant attributes to measure. Although this is changing as Chineseenterprises come in contact (and enter joint ventures) with Western firms, it is changingin a Chinese fashion Q 1 Accounting in China has traditionally been rooted in information gathering and compliance reporting designed to measure the government's production and tax goals. The Chinese system was based on the old Soviet system, which had little to do with profit. Although the system is changing rapidly, many problems associated with the old system still remain. Q 2 The current accounting system in China presents many difficulties forforeign investors in joint ventures. Determining if a particular enterprise is appropriatefor a joint venture becomes difficult, because the financial data reported is not alwayshelpful in understanding the success and viability of the enterprise. After entering a jointventure, determining how successful the venture is, what additional funding may berequired, or what proceeds there are that can be returned to the investors is also difficult.Likewise the exposure to future losses may be obscured. Also

understanding performancemay be difficult when the basis of its measure is unclear. This is significant when youmay want to negotiate and provide incentives for superior performance. Q 2 One problem for investors is a severe shortage of accountants, financial managers, and auditors in China, especially those experienced with market economy transactions and international accounting practices. Chinese enterprises, including equity and cooperative joint ventures with foreign firms, must be audited by Chinese accounting firms, which are regulated by the state. Traditionally, many experienced au-ditors have audited only state-owned enterprises, working through the local province or city authorities and the state audit bureau to report to the government entity overseeing the audited firm. The current lack of experienced auditors in China raises questions about the accuracy of the financial statements of Chinese companies. Q 3 Foreign firms with operations in China need to be able to provideinvestors with consolidated information on financial performance, including that of Chinese subsidiaries. If these subsidiaries do not provide data according to IASCstandards, then the overall financial condition of the firm will not be accuratelyrepresented according to IASC standards. This can have significant consequences to afirms relations with investors, banks, and regulatory authorities. Q 3 If the chinese system does not conform with IASB standards, -there is a perception of unreliability with the financial information. -this affects the market price of the shares. Conclusion The Chinese people have traditionally taken a long-term perspective of life throughout History. They have emphasized tradition in order to secure a peaceful and reliable Environment and they have secretly resisted changes. As a result of careful research, many researchers asserted that culture has been the Dominant factor among environmental influences in evolution of Chinese Accounting. In this Paper, the influences by contextualizing discussed from an historical perspective have been Cultural variables in China. This article has have focused on bookkeeping methods, accounting practices, accounting information. It is concluded that Chinese cultural influences have been the dominant factor in shaping Chinese accounting. In essence, Chinese, accounting has been traditionally based on Feng Shui or Confucian values and practices. Christopher Nobes claimed that classification variables have to be seen as among the most powerfully differentiating factors related to measuring national accounting characteristics. For the Chinese case, it is observed that Hofstedes cultural model and Grays societal values are the differentiating environmental factors. The main point of this paper is to demonstrate how cultural variables that have affected the national accounting environment have had a profound impact for China from the Dynastic period till modern times. The Feng Shui and Ying&Yang polarity components which are widely held to among the people of China encompass the development Chinese accounting .These cultural components have influenced them for different purposes, in terms of being more conservative, more moralist, more spiritualist etc. In order to indicate the real state of affairs, this paper has attempted to cover the historical narration of Chinese bookkeeping methods and techniques. Political and economical factors have also been analyzed together with cultural factors in the determination of Chinese accounting characteristics. For example, the Chinese comply with the rules, because Confucian doctrine said that confidence and certainty are the most important elements in life. In addition, long-term means success. In that case, culture has been the dominant character for shaping the accounting environment as can be seen explicitly in Chinese accounting practice. Marketin mgt Executive Summary It mainly concentrates the number of challenges that music industry is facing like strongcompetition, piracy, changing delivery format,increase in cost pressure, demand in primadonnas &changing customer needs.The music industry is in a state flux at themoment. Long term success stories for musicindustry are increasingly difficult to develop. The BigFour major labels has marketing clout to investheavily in their acts, providing them with expensivevideos.. A Peer to Peer network allows user to share their music libraries with other net users which hasdiminished bargaining power of large retailer, it is acheaper distribution medium than traditional form.However, as with most new channels or technology, catalogue shopping never surpassedregular highstreet shopping, internet shoppinglikewise, and video never really killed the radiostar but will the Internet kill the record store? SWOT ANALYSIS STRENGTH: Music has now become cheaper than thetraditional era. -Easy access to the music via internet hascreated large market for music industries.Advance technology has impleted like ipods,mp3 player, mobile ringtones etc -It has benefited small scale music industry topromote their music through peer to peer network. --Digitalization has reduced cost as well asspace required for strong music files. --Large number of music are available for freeof cost at various websites.--Upcoming bands has influenced the younger generation about their creation.--It provides platform for the newcomers toenhance their talent towards large platformat very low cost. WEAKNESS: Loss for the music companies due to piracy,illegal downloading of original music.--Artist & musicians have loosed their part of income due to illegal music distribution.--It harms legal authority like copywriter,patents of the music industry.--Great loss to the record stores.--Traditional music is at the edge of diminishing.--Increased in corruption due to breaking of laws. OPPORTUNITIES:-Music company can offer music in terms of online radio, mobile message clips, videoclips, games, sound track to increasepotential revenue sources.--The copy write law should be more strict.--Companies can launch their own musicwebsite & distribute their digital music atlower cost.--Company should concentrate not only onsingle albums but should contain a mixture of albums.--Companies must adopt the new technologylike greater internet access,telecommunication, infrastructure broadbandtechnology etc THREATS: Internet is becoming a big threat to the musicindustry.--Traditional music retailers are getting morecompetition with multiple channels of distribution emerging due to internet & largesuper market chai.--Access to grey market has being increasedrapidly.--Peer to peer network is becoming competitor to original music industry. Q 1 Macro forces affecting the music industryAre: The industry is facing a number of Challenges that it has to address such as--Strong competition.--Piracy.--Changing delivery format--Increase in cost pressure.--Demanding primadonnas.--Changing customer needs.--illegal download of songs. Micro forces affecting the musicindustry Choosing internet as a option for musicdownload.--Industry is creating Radio Payola" playingmusic station for playing companies music ontheir play list to make their song hit.--Increase the number of websites which areselling the music free of cost such asAmazon. COM & Q 2 Following are the strategies that would beHelpful:--Music retailer should sell the music at lower cost & should provide some portion of their revenue to the music publishers.--Create anti piracy awareness among theyouth.--Provide music in various formatlikemp3,mp4,wav.--They should tie up with various digital devicemaking companies like apple ipod, mp3player etc--They should provide various caller tunes &ring tones at lower cost to service providersof the mobile company.--They should sponsor the various musicreality shows, bands, fashion show etc.
Q 3 Advantages are:

Music labels such as Sony BMG,Universalmusic, Warner music can give greatcompetition to peer to peer network bylaunching their own music websites.--Increase in revenue & customer satisfactioncan create more variety of music like gamesoundtrack,ringtones, callertunes,mobilemessage clips, video clips.--Getting opportunity to compete globally.--They are re-evaluating their entire traditionalmodel by developing digital music strategy

Disadvantages : Due to piracy they are not able to receive their partof store.--Copy write owner are not getting their share due tomp3 format which doesnt have inbuilt copy writeprotection.--Old business method of selling albums are not ableto service in such a large digital market.--There is decrease in the level of profit in the musicindustry due to rip & burn process, free download,peer to peer network etc

case 3 Q 1 Market Segmentation: Different customers have different needs and desires. It is not possible to satisfy all customers with a single product or service. Companies are shifting from mass marketing to target marketing strategy where the focus will be on a particular group of consumers. This process of dividing market into different groups is called market segmentation; it consists of three main elements. () =Segmentation=Targeting=Positioning Segmentation: The market can be segmented in many ways. Table 1 shows the different options for marketers for segmenting the market. Table 1: Demographics =Socioeconomics=Geography=Physiological and behavioural differences among consumer Age, Sex, family, race, religion.--Income, occupation, education, social class. Country, region. Purchase behaviour, consumption behaviour, attitude to product, lifestyle and personality Segmenting by Socioeconomics: In north-east region the per capita income was only around 2,250$. 40% of people in north-east region are illiterate. The lifestyle, culture and religion of people in this region were influenced by European culture.--In south-east region the per capita income was around 6,600$ (more than double of north-east region). Only 15% of people in south-east region are illiterate. Most of the south-east part was influenced by European culture Segmenting by Psychological and behavioural differences among consumer: 73% of women in north-east region think that bleach is necessary to remove stains and use detergent powder primarily to make the clothes smell good. Where as in south-east region only 18% of women think bleach is necessary to remove stains.--Frequency of washing clothes is higher in north-east region than south-east region.--North east region people of Brazil find cleanliness of clothes is part of their culture. -- In south-east region most women uses washing machine for cleaning clothes, for them cleanliness of clothes is less important for self-esteem and social status.--Segmentation definitely will help to identify the different consumer segments but slapdash implementation will leads to failure. The segmentation process must satisfy the following criteria. Segments must be identifiable, viable, stable, marketable and controllable. Targeting: Once identified different market segments, managers has to make decisions about how many and which customer groups need to target. The decisions would be like,--- Concentrating on a single segment with one product/retail brand--offering one product/retail brand to a number of segments--targeting a different product/retail brand at each number of segments--Because of socio-cultural differences among the two regions of Brazil the standardization or undifferentiated targeting strategy will not work. The tailor made or differentiated marketing strategy will give the best results. Q 2North-East region:--Most of the people in this region are illiterate and low income people.--Most of the people in this region believe cleanliness of clothes is part of their culture.--To satisfy the above needs of the consumers and to achieve higher market share in this region unilever management has to position their product as low price with high quality. South-East region:--Most of the people in this region use washing machine to wash their clothes, cleanliness of clothes are less important for self-esteem and social status. People in this region are not price sensitive towards detergent powder as long as it has good quality. --To satisfy the above needs of the consumers and to achieve higher market share in this region unilever management has to position their product with high quality. BCG (Boston Consulting Group) Matrix:--BCG matrix helps marketers to examine the portfolio of its existing brands. (Solomon, fifth edition)--BCG matrix for Unilever detergent brands in north-east region of Brazil.--Stars: Question Marks (??)--OMO Campeiro--Cash Cows: Minerva Dogs: BrilhanteHigh--Market Growth RateLow---High Low--Relative Market Share--Diagram Adopted from BCG Matrix (Solomon, fifth edition)--Stars: OMO has a dominant market share in north-east region of Brazil. Because OMO has a potential growth, managers have to design strategies to increase market share in the competitive environment.--Cash Cows: Minerva which is the only brand to sold as detergent powder and laundry soap it has a reasonable market share in north-east region.--Question marks (??): Camperio has a low market share in north-east region. People perceive Camperio as a low-quality product. To increase the market share Unilever has to reposition his Camperio brand in north-east region.--Dogs: Brilhante has a zero market share in north-east region. Its better for Unilever to stop the marketing of this brand in north-east region.--BCG matrix shows us on which brand Unilever has to invest to increase its market share in north-east--region. But how and what actually we have to do to increase the market share, marketing mix will help firm to accomplish its objectives by using product, price, promotion and place decisions. Marketing Mix:=Product:--In north-east region Camperio is perceived as a low-quality detergent which is the cheapest brands of Unilever. Repositioning of Camperio with new packaging and with new advertising message Improved Quality with low-price in north-east region will help to increase the marketing share of Unilever.--Repositioning of existing brand would be easily recognised by the targeted consumers than launching the existing brand.--In south-east region OMO and Minerva will go well as the people in this region are not price sensitive. --In northeast region of the Brazil most of the people using OMO and the results showing that consumers are well satisfy with the quality of the product. Even the low-income people like Maria would love to buy OMO only because of their tight budget they are going for cheaper brands. It would be bit difficult for them to accommodate 3$ per kg for detergent powder.--Solution to the above problem is selling the detergent powder through small sachets. Price of the product can reduce due to the small quantity which will not cannibalise the existing product and does not form negative perception to consumers.--All the low-income consumers will highly satisfy when they get their high quality product in low price. The idea of selling the detergent powder in small sachet will eventually help unilever to increase their market share. --Packaging should be simple and distinctive and should be based on culture that is the colour selection and the graphics. Price:=Use Pricing Strategy to defend its strong competitors and reposition Camperio brand with more attributes than that of competitor with less price to retain and gain the market share. Promotion:=The advertising message should be different for north-east region and south-east region because there is a cultural difference and variation in literacy rate within the two regions.--In south-east region advertising message should concentrate more on product benefits. --In north-east region they should go for media advertising emphasizing more on product price and availability of packaging sizes. --In north-east region most of the people are illiterate they often depends on the advice of a retailer while purchasing a product. Marketers of unilever can use a push strategy in this case to promote their product, providing some incentives on number of sales to distributors and retailers. --As Brazilians are

more television watchers Unilever should go with 70% of media advertising with more emphasis on product price and availability in its different packaging sizes. Place:=Extensive distribution is necessary in north-east region by making the product available in small stores.--Unilever management should provide some employment to the women in north-east region as sales girls to sell their products which will ultimately help to increase the word of mouth among people and sustainability of marketing.--In south-east region most of the people decision on detergent powder resembles as habitual decision making, in this region point-of-purchase (ex: displaying of cigarettes near cash counter) display will help to increase the sales. Q 3 Positioning:=Positioning is not about doing something to the product it is what is created in the minds of the targeted consumers. The challenge here is to translate the needs and wants of the targeted consumers into a tangible mix of product, price, promotion, distribution and service levels with maximum Key industry players in Brazil detergent powder market:=The two main categories of Brazilian fabric market was detergent powder and laundry soap.--The key industry players in the market were Unilever, Procter and Gamble and local manufacturers. Unilever at a glance:=Unilever has started its operations in 1929 and launched its most successful brand OMO in 1957.--Unilever is the leader in detergent market of Brazil with a market share of 81% (Refer figure 2.0); its popular brands are OMO (Favourite brand of Brazil), Minerva (brand sold as detergent and laundry soap) and Campeiro (cheapest brand of Unilever).--Unilevers strategy was marketing of detergents to lowincome consumers in north-east region of Brazil. Procter and Gamble at a glance:=Procter and Gamble started its operations in 1988 and acquired a Brazilian company Bombril in 1996 which has brands like Quanto, Odd Fases and Pop. With his formidable R&D migrated Quanto towards Ace and Odd Fases towards Bold, Ace and Bold are P&Gs popular global brands.--Procter and Gamble is in second place of Brazilian detergent market by holding 15% (Refer figure 2.0) of market share.--Procter and Gamble can dominate the Brazilian detergent market with its formidable R&D and global marketing expertise. Local Manufacturers:=A local brand Invicto is holding a 5% (Refer figure 2.0) of market share in Brazilian detergent market. --Invicto is the cheapest brand in north-east region of Brazil.--Invicto strategy was mainly targeting the low-income consumers. Unilever SWOT Analysis:==Strengths:--High Brand Recognition: Unilever brands are highly recognised in the north east part of the Brazil.-Market Penetration: High percentage of consumers in north east region of Brazil bought at least one unit of OMO or MINERVA which are the brands of unilever.--Top of Mind Awareness: we have best results for the top-of mind awareness for unilever brands in north east part of Brazil. -Unilever is a worldwide recognised company with a portfolio of 1600 brands which includes 45 key detergent brands. --As of 1996 Unilever is a leader of the detergent market sector in Brazil by holding 81% market share.--Pioneer of consumer goods industry in Brazil. Weakness:=The price of OMO is perceived as high than all the detergents available in north east part of Brazil. --The cheaper brand of unilever Camperio is perceived as a low-quality brand in the market. --Except OMO, the other brands of unilever are perceived as low quality than the main competitor brands Bold & Ace.--Unilever is facing a big distribution problem in distributing his brands to the approximately 75,000 small outlets spread over north east region of Brazil, which are the key shopping areas for low-income consumers. Opportunities:=Federal and local governments providing tax incentives to companies investing in the north east region of Brazil.--The detergent market in north east region of Brazil is growing with an annual rate of 17%.--Women in north east region wash clothes more frequently and they see cleanliness of clothes is part of their culture.--Strong economic recovery in 1995-1996 leads to increase the purchasing power of low income consumers by 27%. Threats:=Standardization of strategies is not possible with the socio-culture differences among the two region of Brazil. --Threat from local brands is higher which are cheaper than the Unilever brands.--There is a high competition from porter & gamble with good worldwide marketing expertise. Recommendations: They can release the product in different size packages so that they can increase the usage of the customers by giving them feeling of availability of product at low prices. --Repositioning of existing brand Camperio with more attributes and with a competitive price Case 4 SWOT ANALYSIS ==This analysis is an effective way of identifying internal strengths and weaknesses of Ryan air and of investigative opportunities and threats of the external environment. (Appendix 6) Strengths=Ryan air is the largest and most successful of Europes low cost airline. This fact is strongest selling point for Ryan air. Result of this low cost strategy, which increases customers and airline, is expanding rapidly. Ryan airs website was the largest travel website in Europe. And the fifth most recognized brand on Google. According to the Ryan air annual report 2006, Ryan airs ancillary revenues (include non flight schedule services) had climbed by 36 percentage. Weaknesses=Ryan air is the least favorite airline in the world. Passengers who travel in Ryan air lose their luggages very often. Ryan air staffs are considered to be very unfriendly and there is common issue that the process always delays. Ryan air was only mid range or below average in its P/E multiple relative to peers like easy jet, whose shares had risen by 46% during the year. Ryan air has been criticized for many aspects of its customer service. Opportunities=They have potential market share. Because low cost airline market share not reached the peak level. Ryan air has better opportunities to dominate and catch up with the competition in the European airline industry in terms of providing more quality service. The continuous initiatives of the company in diversification of its revenue resources also open new opportunities to make the business become stronger to outgrow all its competitor companies. Threats==PESTLE ANALYSIS OF RYANAIR--Political Environment National airlines supported by certain countries--Europe union expansion with new routes and new competitors.--New European Union rules and regulations.--Due to the government stability tourism will be increase, which is good for Ryan air.--New different tax policy for different countries. Economic Environment--Threat of Ryan air is increasing fuel price.---Taxes and Interest rates--Decrease of US dollars--Increasing business class travelling--The threat of the substitutes--Rise of airport handling charges SOCIAL FACTORS--Increasing grey market, which is the trade of a commodity through distribution channels, which while legal, are unofficial, unauthorized, or unintended by the original manufacturer.--Populations growth - does an ageing population affect them i.e. baby boomers, lots of people in that life stage have more disposable income to spend--Safety solutions--Trend TECHNOLOGICAL FACTORS--Internet sales and Increased internet competitions --High speed trains--Online check in--Low fuel use LEGAL FACTORS--Privatizing of airline industry--Illegal subsidies from airports-Competition laws in aviation industry--Allegations of false advertisement--Rules and regulations about Carbon emission level ENVIRONMENTAL FACTORS--Noise level controls--Global warming--2.6% of Carbon emission in the EU, so this gas will effect Green house--Corporate Social Responsibilities Policy. Q 1 -Firm Strategy, Structure and Rivalry---Environmentally concerned.---Entrants of other Low Cost Carriers Q 3 Issues And Analysis Of Ryan Air Tourism Essay

Ryan air started in year 1985 with only 57 staff members and with one 15 seated turboprop plane from the south of east of Ireland to London Gatwick which carried 5000 passengers on one route. Ryan air was the first budget airline in Europe and also more successful low cost airline in Europe. Currently European air line industry facing a backdrop and the burgeoning budget sector.--Senior management team of Ryan air details on the contracts signed with management consulting company to focus on External, Internal environment and Industry manage the waste paper were reviewed. Industry information was gathered through interviewing certain selected employees at the Ryan air office premises and a discussion with senior management team. External, internal information in relation to the secondary sources was gathered through internet sources relevant journal articles and Academic article related to y and Ryan air. The analysis is mainly based on the Strategy management of the Ryan air in the future.--This report contains the analysis conducted by the management consulting on External, Internal and Industry, its essentiality to the Ryan airs to successfully implement it. This is followed by the systematic approach of identifying the areas for improvement and its solutions so as to make it easy for the Ryan air to successfully carry out this approach. Therefore it is recommended that Ryan air.. INTRODUCTION--The present business world is highly complex, competitive and fast changing. Ryan air started in year 1985 with only 57 staff members and with one 15 seated turboprop plane from the south of east of Ireland to London Gatwick which carried 5000 passengers on one route. Ryan air was the first budget airline in Europe and also more successful low cost airline in Europe. It will be benefited through efficient strategic management. Strategic management is vital in deciding the success or failure of an organisation. --According to Viljoen and Dann (2003)strategic management is defined as the process of identifying, choosing and implementing activities that will improve the long run performance of an organisation by setting directions and by creating on going compatibility. --Currently in 2006 European air line industry facing a backdrop and the burgeoning budget sector. In order to analyse Ryan airs strategic will be focus on External, Internal environment and Industry.--External environment will be analysing the factors in the macro environment which influence future industry growth and development, factors affecting current and future profitability, position of competitors and strategic groups within the industry, to gain the driving forces of the industry, dynamics and finally to understand international competitiveness.--Further more this analysis focus on how Ryan air wants to create value for customers, its customer value and competitive advantage, its activity value chain, customer value the value proposition and determining the business model to deliver the value position, short term and long term focus and sustainability and methodology of analysing business strategy. In final this analysis will focuses on Ryan airs current strategic management views and how it can benefit by using strategic management theories and the means by which the organisational efficiencies of Ryan air would be improved and recommend to management team of Ryan air for improving strategy implementation. CRITICAL ISSUES In identifying the current business strategy we would be analysing the vision, mission and objectives of Ryan air. The mission of the Ryan air is to become Europe largely gainful low fare by rolling out proven low cost no frills in all markets in which we operate to the benefits of passengers, people and share holders. (Ryan air Report, 2007) Ryan airs social responsibility is providing good service to the passengers.--The vision is to firmly establish itself as Europes lading low fares scheduled passenger airline through continued improvement and expanded offerings of its low fare service (Ryan air Report 2007). Ryan airs objectives are 40 percentage increase the market share within the low fare airline sector, in 2012 double the annual passenger transportation to eighty million and to quadruple Ryan airs annual profit up to 1,230 billion. Currently European air line industry facing a backdrop and the burgeoning budget sector, due to this reason will be analysing the external, internal and industry, whether Ryan air could over come this barrier. Case 5 Q 2 Strengths Brand name As a professional toy company since 1932, the brand name LEGO is well-known to people all over the world as an important intangible asset. The LEGO icon raised the brand identification as well as formed a basic perspective of LEGO products, which have increased percent of repeat buying and brand loyalty by effecting consumer preference. Therefore, having a high identifiable brand name provide a medium-level strength. Strengths LEGO Group in terms of sales is the worlds sixth largest toy manufacturer, a product with a history and to which all generations feel attached. It is famous brand worldwide. A product that has sub-groups of products enabling it to attract a larger consumer base. LEGO Group has successfully introduced line extensions, which should help strengthen the brand. The product also has a unique selling point. The toy of LEGO is aiming to capture a creative imagination and also enable it to stand out in the market of dolls, cars, computer games etc. It is promoted as a system of play, which can be a strong selling point when trying to compete with educational toys. Making major steps into virtual world is one of the main strength. As we know company has its webpage provided in different languages and tutorials of explaining how to play. Another strength of LEGO Group is the broad of products it sells and its ability to create products for children of all ages. This is coupled with different products are targeted at different target markets (determined by age). This may help ensure that consumers (the children) do not stop purchasing because they feel they have grown out of the product. It also makes the consumer believe that the product is more personalized to them. The development of target markets over age Q 3 4. StrategiesTargets all ages and stages of developmentCome up with a new product in twelve months 3 stage processMore efficient production procedures.Accessibility-Big Retail Stores, Smaller toyshops, Online stores like, etc 5. Contd...MoreTargetedMarketingLEGO Club-www.legoclub.comLego MagazineLego comicsLego LeaguesLEGO Educational Division-aid in learning LEGO Learning Institute Playful Learning Panels 6. Focus on ProductDevelopment 7. Strategies in TurbulenttimesAnalyzing children taste and preferences-video gamesBudget cutsLaid off employeesSelling some part of its assetsLeading research in child developmentVision Lab was set up on January 1, 2003, with the aim of developing and communication. 8. Yes , We agree with their decision of selling part of stake of LegoLand Parks 9. Problemsfaced by the CompanyExpiration of last patent in late 1980sImitation of their productsAmerican market shrank from $820 million in 2001 to $630 million in 2003 (NPD Funworld), New toy Manufacturers entered the Market (Mega bloc)Offered similar Product at lower priceGrowth of discoutretailors like Walmart, KmartChange in children playing habits 10. Financial Performance 11. Contd.Lego group in 2003 decided to focus on Core BusinessLEGOLAND needs was capital. To implement its concepts on a wide scale. To promote them to full range of potential visitors. 12. Present ScenarioLego and Disney released different Disney subthemes. Lego and Cartoon Network released the Ben 10 subtheme. The Adventures of Clutch Powers the first full length Lego movie, is released. Making Lego International BrandThe LEGO Book has been launched. Promote the new Lego Education Center in Brisbane, Australia