Women and Interfaith Dialogue :: Essays Papers

Women and Interfaith DialogueThe word dialogue implies a personal encounter, a see face to face, where the aim is not to change the other partner in the dialogue, but to risk being changed through the process. For women, the main point of dialogue is to realize kindreds or to conserve them. Dialogue among women are more life-oriented they come out of actual experiences, and they are more clearly oriented to bringing about cover changes in perception and practice at the very basic level of the lives of people. Womens dialogical practice is an alternative to the traditional mens approach. Most men approach their phantasmal tradition primarily with an intellectual, theological, and doctrinaire commitment. Womens religious positions, however, are not as strict as mens. They initiate discussion, reflection, dialogue, and variant opinions. It accentuates the diversity of life styles, types of thinking, tolerance and emancipation in expressing individuals ambitions, and it distinguis hes the unique character of personalities. There are discernible differences between men and women in their approach to and practice of dialogue however, these generalizations are not do to stereotype all men as exclusively intellectual and dogmatic and all women as experiential and instinctive. This is not an attempt to idealize women and the dialogue among them it is still to emphasize the distinctive features that characterize dialogue among women, and introduce some of the conflicts and obstacles that arise. The first unique characteristic of dialogue is the ability of a group of women from all different religious traditions to bond. Women develop interfaith understanding through their relationships with other women. Women tend to know the person first and her faith second. It is through such intentional relationship building that women relate to each other best. In experiencing the other, women also come to know themselves better. They are able to confirm their own faith, con vert to another tradition, or become educated about another religious community that exists. As a result, interfaith dialogue enables women to understand each other, other faiths, and their own traditions. In a meeting of men, such a diverse group might have become rather controversial. The second factor is womens flexible approach in representing their traditions. In religious dialogue women tend to make contributions based on the content of their religion in scripture and tradition without being defensive or obstinate. In general, women seem to have a more tolerant understanding of religion, while most men approach their religious tradition as a responsibility that has become part of their understanding of life and reality.

Muhammad Ali :: Cassius Clay

Muhammad AliAlso known as Cassius Marcellus Clay, Cassius Marcellus Clay, Jr., Cassius Clay(1942- )Professional boxerPersonal InformationBorn Cassius Marcellus Clay, Jr. name changed to Muhammad Ali, 1963 born January, 17, 1942, in Louisville, KY son of Cassius (a piano player) and Odessa Clay (both deceased) first wife, Belinda second wife, Aaisha third wife, Veronica Porche fourth (and current) wife, Yolanda Williams, married in 1986 children nine (one with Yolanda). Religion Muslim. Addresses Home--P.O. Box 187, Berrien Springs, MI 59103. life historyFormer world heavyweight boxing champion. Began professional career, 1960 initially became heavyweight champ, 1964 stripped of title and boxing license over refusal to participate in the Vietnam War, 1966 retired from boxing, 1981. Appeared in film The sterling(prenominal), 1976, and television film Freedom Road.Awards majestic Gold Medal in boxing, 1960 six Kentucky Golden Gloves titles National Golden Gloves titles, 1959-60 World Heavyweight Championship, 1964-67, 1974-78, 1978-79 U.S. Olympic Hall of Fame, inductee, 1983 named the greatest heavyweight champion of all time, Ring Magazine, 1987 International Boxing Hall of Fame, inductee, 1990 Jim Thorpe Pro Sports Award, Lifetime Achievement, 1992 Muhammad Ali Museum, Louisville Galleria, opened 1995 Essence Award, 1997.Writings     (With Richard Durham) The Greatest My Own Story, Random House, 1975.Biographical InformationThree-time world heavyweight boxing champion Muhammad Ali, known for his lyrical charm and boasts as much as for his tidy fists, has moved far beyond the boxing ring in both influence and purpose. Ali won an Olympic gold medal and later tossed it into a river because he was disgusted by racism in America. As a young man he was recruited by Malcolm X to join the Nation of Islam. He refused to assist in Vietnam--a professional fighter willing to serve time in jail for his pacifist ideals. He has contributed to countless , diverse charities and causes. And his later years have comprise him interested in world politics as he has battled to keep Parkinsons disease at bay.Muhammad Ali was born Cassius Marcellus Clay, Jr., on January 17, 1942, and was raised in a clapboard house at 3302 Grand Avenue in middle-class Louisville, Kentucky. He began boxing at the age of 12. A white Louisville patrolman named Joe Martin, who had an betimes television show called "Tomorrows Champions," started Ali working out in Louisvilles Columbia Gym, but it was a black trainer named Fred Stoner who taught Ali the science of boxing. Stoner taught him to move with the mercy of a dancer, and impressed upon him the subtle skills necessary to move beyond good and into the realm of great.

Manet’s Advertisement An understanding of Vue de l’Exposition Universel

An understanding of Vue de lExposition Universelle, capital of France 1867Manet a toujours reconnu le talent l o il se trouve et na prtendu ni renverser une ancienne peinture ni en crer une nouvelle. Il a cherch simplement tre lui-mme et non un autre.Edouard Manet, Motifs dune exposition particulire, May 1867 (in Courthion 139) Manet is a transitional painter, emerging from the pragmatism of the early to mid nineteenth century and a precursor to included in by some authors the impressionist movement. The publics fascination with his operation is remarkable. But, as much as his work is appreciated today, he has been criticized and misunderstood by his contemporaries. His radical explorations in composition and representation made him an easy laughingstock for unfavorable critics. He has been accused of leaving his paintings unfinished, of not being able to compose, of lack of imagination and even of vulgarity (Hanson, Howard, Mainardi, others). His position as part of the kins hip group of eccentrics (Chesneau q. in Mainardi 109) has kept Manet out of the conservative catalog of the Fine humanities section of the Exposition Universelle of 1867 in Paris. Since, in the artists words, montrer est la fountainhead vitale, le sine qua non pour lartiste (in Courthion 140), he was forced to prepare his own show to display his work to the very important public brought to Paris by the world fair. So, he and Courbet borrowed money and set up on the Place de lAlma, right on the path leading from the Salon at the Place de lIndustrie to the Exposition Universelle on the Champ de Mars (Mainardi 109). It is in this ambiance of optimistic defiance that Manet produced Vue de lExposition Universelle, Paris 1867 , his illustration of the fair. ... ...er Levin Associates, 1988 Hanson, Anne Coffin. Manet and the sophisticated Tradition. New Haven Yale U. Press, 1977 Howard, Seymour. Early Manet and Artful Error Foundations of Anti-Illusion in Modern Painting in Art Journal . New York College Art Association of America. Vol. 37, Fall 1977 14-21 LExposition universelle de 1867 guide de lexposant et du visiteur, avec les documents officiels, un plan et une vue de lExposition. Paris Exposition universelle de 1867, 1866 Lillustration. 6 Avril 1867 Mainardi, Patricia. Edouard Manets View of the Universal Exposition of 1867 in Arts Magazine. 54(5), January 1980 108-115 Reff, Theodore, ed. Manet and modern Paris one hundred paintings, drawings, prints, and photographs by Manet and his contemporaries. Washington National Gallery of Art, 1982 The Illustrated London News. 6 July, 1867

E-commerce and Interactive Communications Methods :: E-Commerce Design Essays

E-commerce and interactive Communications MethodsE-commerceE-commerce means carrying out of trade and commerce (includingshopping) via electronic means. E-commerce can be sub-divided intobusiness-to-business, business-to-consumer, and consumer-to-consumertransactions. E-commerce is almosttimes known as e-tail, e-trade ore-business.There are a number of different uses of e-commerce. E-commerce can beused for marketing of goods and services lot of goods andservices customer service and supply chain management (also known asE-procurement).Advantages of e-commerce* The ability to reach a wider market* The ability to find culture on competitors and to compete with larger businesses on an equal basis* Lower operating costs* The ability to buy as well as sell goods on the internet* Being faster than traditionalistic retailing* Cost savings on marketing and promotion, e.g. producing fewer brochures* Offering more choice than traditional retailing* Establishing better customer and supp lier relationshipsDisadvantages of e-commerce* Staff- technical staff are an expensive resource* Building a customer base is expensive* Distribution- it is ticklish when delivering orders to customers within a reasonable time period* Quality- online products should be equal in standard to the offline products* Expensive to set up e-commerce systems* Risk of fraudInteractive Communications MethodsInteractive media is defined as the following A newtelecommunication system designed to permit two-way communicationsbetween televisions or computers in bingle location with software storedon a central computer. Can also allow individuals in distant locationsto communicate, teach, or learn from one another.Examples of interactive communications methods includeCD-ROMs letters, memos and e-mails the intranet one-to-onesmeetings phone calls and videoconferencing calls.Advantages of interactive communication* The opportunities it provides for feedback* The greater degree of confidence it pr ovides that the message has been understood* The recipient can to some extent control the pace of the communication* The message can be tailored to better meet the recipients needsThe Internet is the primary election interactive media for advertising. It hasrecently affected many areas of promotion, with interactiveadvertising, creative sponsorship, sales promotion, public relations,database marketing and prestige value of having a website.There are a number of other Internet resources which can be used topromote a website. Some of these are mentioned below* Discussion lists- are a method for individuals to network with others on a particular topic* Webcasting- this is when subscribers list topics of interest and new information is sent directly to their to their computer screen

Successful E-Business Systems: PayPal :: essays research papers

SUCCESSFUL E-BUSINESS SYSTEMS - PAYPAL ABSTRACT PayPal is an account-based system that allows anyone with an email address to send and receive online payments. This aid is aristocratic to use for customers. Members can instantaneously send bullion to anyone. Recipients are informed by email that they have received a payment. PayPal is also open to people in 38 countries. This paper starts with introduction to the company and its assistances. The information about the history and the current company situation are covered. Later just about interesting and different technical issues are discussed. The Paper ends with analysis of the company and several future recommendations. KEYWORDS PayPal, Payment Systems, E-business, Money Transactions, PayPal Analyses. TABLE OF CONTENTS 1. Introduction 2. PayPal as e-Business 3. Technical Issues 4. Analysis (of PayPal as e-Business) 5. Conclusion 6. References 1. INTRODUCTION 1.1 - PayPal A Popular Company This paper is about a company calle d PayPal. First I depart touch the general information about the company, then provide information about several details and finish with several useful future recommendations. PayPal (formerly X.com) that was founded in 1998 belongs to an Electronic Payment Systems, more precisely to Generic Systems subgroup. It is located in San Jose and carries out services that provide the possibility of sending and receiving money by kernel of computers in an easy, secure and fast way using an account-based system. This can be done by anyone (a private person or legal entity) who has an email address. When the money is transferred, a message is sent to the recipients email address notifying about the transaction. At the same time certain security measures are interpreted during these operations. One can still charge his or her account without having an electronic card, using the bank transfer or a paycheck. Transferring money is as easy as sending an email for customers. Page 22 (Fig.1, What i s PayPal, retrieved on February 15 th , 2004 From PayPal Developer Conference Keynote, Alex Kazim, VP Marketing, 05/08/03. Data available on http//paypaldev.org/ ) In 2002, PayPal was acquired by eBay. It has quickly become popular. Today the company offers services in thirty-eight countries and has about forty million customers for today. In most of these countries it supports bank withdrawal service and is especially popular among eBay customers. Fig.1 briefly illustrates Companys business. The system enables its users to send money, using computers. The same can be done by means of nimble phones that are support Web.

Successful E-Business Systems: PayPal :: essays research papers

SUCCESSFUL E-BUSINESS SYSTEMS - PAYPAL ABSTRACT PayPal is an account-based system that allows anyone with an email address to ravish and receive online payments. This service is easy to use for customers. Members can instantaneously send money to anyone. Recipients are informed by email that they have received a payment. PayPal is also available to people in 38 countries. This paper starts with innovation to the company and its go. The information about the history and the current company situation are covered. Later some interesting and different technical issues are discussed. The written report ends with analysis of the company and several future recommendations. KEYWORDS PayPal, Payment Systems, E-business, Money Transactions, PayPal Analyses. TABLE OF CONTENTS 1. Introduction 2. PayPal as e-Business 3. Technical Issues 4. Analysis (of PayPal as e-Business) 5. Conclusion 6. References 1. induction 1.1 - PayPal A Popular Company This paper is about a company called PayPal. F irst I will touch the general information about the company, hence provide information about several details and finish with several useful future recommendations. PayPal (formerly X.com) that was founded in 1998 belongs to an Electronic Payment Systems, more precisely to generic wine Systems subgroup. It is located in San Jose and carries out services that provide the possibility of sending and receiving money by means of computers in an easy, secure and fast way apply an account-based system. This can be done by anyone (a private person or legal entity) who has an email address. When the money is transferred, a message is sent to the recipients email address notifying about the transaction. At the same time certain security measures are taken during these operations. One can still charge his or her account without having an electronic card, using the bank transfer or a paycheck. Transferring money is as easy as sending an email for customers. Page 22 (Fig.1, What is PayPal, ret rieved on February 15 th , 2004 From PayPal Developer Conference Keynote, Alex Kazim, VP Marketing, 05/08/03. Data available on http//paypaldev.org/ ) In 2002, PayPal was acquired by eBay. It has quickly become popular. Today the company offers services in thirty-eight countries and has about forty million customers for today. In most of these countries it supports bank withdrawal service and is especially popular among eBay customers. Fig.1 briefly illustrates Companys business. The system enables its users to send money, using computers. The same can be done by means of mobile phones that are support Web.

Application Assignment: Southern Care Hospital Essay

There are various options for organizing a examine. Selecting the organizational structure for your trade union movement can be an important step in organizing for success. In your readings, you explored the advantages and disadvantages of various organizational structures. In this Application Assignment, you will explore the role of the visualize manager and select the appropriate organizational structure for the Southern palm infirmary Project. After reading Chapter 2 of the Mantel text, carefully reread the Southern fretting Hospital case study on pages 7477 and answer the following questionsDescribe the primary roles and responsibilities of a project manager. According to (Mantel Jr., Meredith, Shafer, & Sutton, 2011) A project manager is considered a facilitator. The primary role of a project manager is to manage project effectively as it relates to the entire process such as the scope, resource management, budget management, time management, risk management. The success of the project depends on the leadership of the project manager and how well he or she place in that location team and utilizes their skills. The project manager must ensure that those who work on the project have the appropriate knowledge and resources. A Project Manager lay out is to coordinate and control the process from start to end. This includes specific functions to perform regular progress checks, to coordinate requirements, to monitor quality, etc. See more at http//www.brighthubpm.com/ affidavit/79369-the-general-functions-of-a-project-manager/sthash.Qs03z2Tb.dpuf How would you recommend the project be organized? Functional Project? Pure Project? Matrix? If one was the project manager on the Southern Care Hospital team one think the Matrix project will work best for this case. Based on the scenario at Southern Care Hospital the strong matrix will work best for their situation because they need quick and accurate decision making in an effort to resolve the issues of decrea se their lead time from three day turnaround to a day and half turn around. The reason for the choice of Matrix is because Strong matrix allows the project manager to be in full control over the project organization, and have full-time project managers with considerable authority and full-time project administrative staff.

Childcare †Orientation Package Essay

Introduction kid C be in Ontario Child C atomic number 18 Licensing in Ontario social function of the Operator The handler to a lower place the mean solar twenty-four hours Nurseries bear Role of Program Advisors The Application do work Planning and Design Guidelines for Child Care Centres Obtaining a Licence Health Canada Product Safety Program Duration of Licensing Process Types of Licences Child Care Licensing Website Child Care Service System Man twenty-four hourssrs 4 5 5 6 6 7 7 9 9 10 10 10 11 11.Summary of Licensing Requirements for day Nurseries Organization and focal point Staff Qualifications Health Assessments and Immunization Number and Group Size malefactor Reference Checks Building and try-on Equipment and Furnishings Policies and Procedures Playground Requirements Inspections Insurance Requirements Fire Safety and Emergency Information Health and Medical Supervision Nutrition 13 13 13 13 14 15 15 17 17 18 19 19 19 20 21 2.Behaviour Management Enrolment Re cords Program 22 23 23 Summary of Licensing Requirements for Private-Home daylight Care Agencies Organization and Management Numbers of Children Criminal Reference Checks Building and readjustment Equipment and Furnishings Policies and Procedures Inspections Insurance Requirements Health and Medical Supervision Nutrition Behaviour Management Enrolment Records Program Health Assessments and Immunization 25 25 25 27 27 27 28 28 29 29 30 31 32 32 33.Conclusion Glossary of Terms (Appendix 1) Things to Look Into earlier Applying for a Licence to Operate a Day babys room or a PrivateHome Day Care Agency (Appendix 2) Ministry of Children and juvenility Services Regional Offices (Appendix 3) Child Care Service System Managers (Appendix 4) 34 35 36 37 38 3 INTRODUCTION One of the goals of the Ministry of Children and Y out(a)h Services is to help abide social and economic increment in Ontario by investing in and supporting an affordable, accessible and accountable chela fright schem a which helps benefit boorren, their parents and disquietgivers, and the giganticer community.The early learning and child tutorship system in Ontario should be accessible, affordable and inclusive care for children in a safe, nurturing environment foster early childishness incurment help support early learning and readiness for school day be flexible and provide choice support children and their families provide appropriate standards of child care provide supports for parents in fiscal need, who are employed, in pedagogy, or involved in new(prenominal) employment activities support economic growth, and work in partnership with others involved in Ontariosearly learning and child care system. This Orientation Package has been designed to provide individuals who are interested in obtaining a pass to operate either a sidereal twenty-four hour period babys room (also known as child care kernels) or a private-home day care agency in the Province of Ontario, with practical teaching and advice.The following information is holdd in this package the process for obtaining a licence a thick bewilder of the licensing aimments to operate a day nursery or a private-home day care agency under the Day Nurseries Act a glossary of impairment (Appendix 1) information to assist you in considering your decision to apply for a licence to operate either a day nursery or a private-home day care agency (Appendix 2) a list of the Regional Offices of the Ministry of Children and Youth Services (Appendix 3), and a list of the Child Care Service System Managers responsible for preparedness and managing the delivery of child care supporters throughout Ontario (Appendix 4). 4 CHILD occupy IN ONTARIO The child care system in Ontario consists of a throw up of services for families and their children, including licensed day nurseries and private-home day care which provide supports to children and their families.The Day Nurseries Act requires any premi se that receives to a greater extent than five children under the age of 10 social classs, non of common railway line (children who get under ones skin different parents), for temporary care and guidance, to be licensed as a day nursery. A person whitethorn provide informal child care to five children or less under the age of 10 years who are not of common parentage (children who have different parents), in addition to his/her own children, without a licence. This number may not be exceeded, regardless of the number of adults present or on site. When a person provides in-home child care at more than one emplacement or co-ordinates the provision of care at more than one site, a licence to operate a private-home day care agency is required. It is an of get by to establish, operate or maintain a day nursery or private-home day care agency without a licence.On conviction, the fine is up to $2,000 for distributively day the offence continues, or imprisonment for a term of not more than one year, or both. Ministry staff have the responsibility to follow-up on all complaints about child care being provided without a licence. CHILD CARE LICENSING IN ONTARIO The Ministry of Children and Youth Services is responsible for the Day Nurseries Act and plys licences to floozys of child care course of instructions. There are deuce fictional characters of licensed child care programs day nurseries and private-home day care agencies. In the Day Nurseries Act and in this package, child care centres are referred to as day nurseries. Day nurseries may include nursery schools, full day care, extended day care, and before and afterward school programs. 5.Private-home day care agencies arrange or offer home day care at more than one home. Care is provided to five children or less, under 10 years of age in a private residence other than the home of the parent/guardian of the child. Homes are monitored by the agency. Role of the Operator Operators have responsibility for the operation and management of each day nursery or private-home day care agency, including the program, financial and personnel administration of the program. Operators of licensed day nurseries and private-home day care agencies are required to achieve and maintain conformance with the standards rigid out in Ontario Regulation 262 under the Day Nurseries Act at all times.The Day Nurseries Act and Ontario Regulation 262 are visible(prenominal) through outlet Services 777 Bay Street, Market Level, Toronto, Ontario M5G 2C8 416-585-7485 or 1-800-668-9938 The Day Nurseries Act is available on the ministrys website at http//www. elaws. gov. on. ca/html/statutes/english/elaws_statutes_90d02_e. htm. Ontario Regulation 262 under the Day Nurseries Act is available online at http//www. elaws. gov. on. ca/html/regs/english/elaws_regs_900262_e. htm37. (1). The Director under the Day Nurseries Act Child care licences are unfreezed by a Director who is an employee of the Ministry of Children a nd Youth Services, appointed by the Minister for the purpose of the Day Nurseries Act. The Director reviews all documents required for licensing, approves and signs the licence.The Director has the authority to refuse to issue a new licence if the appli gaget or any of the officers, directors or employees of the applicant are not competent to operate a day nursery or privatehome day care agency in a responsible manner in accordance with the Day Nurseries Act 6 the past carriage of the applicant affords reasonable grounds for the belief that a day nursery or private-home day care agency impart not be operated in accordance with the Day Nurseries Act, or the building in which the applicant proposes to operate the day nursery or provide private-home day care does not come with the requirements of the Day Nurseries Act. In addition, if there are grounds, the Director may refuse to renew or revoke an existing licence. The Director may also issue a direction and temporarily suspend a licence if there is an immediate threat to the health, safety or strong-being of the children.An applicant or licensee is authorise to a hearing before the Licence Appeal Tribunal. Role of Program Advisors Program Advisors, Ministry of Children and Youth Services staff designated under Section 16 of the Day Nurseries Act, are responsible for inspecting day nurseries and private-home day care agencies to enforce licensing requirements. In some regional offices, this position is referred to as Licensing Specialist. Program Advisors are responsible for assessing whether the operator has met the licensing requirements before an initial licence is issued. Unannounced inspections are conducted by Program Advisors for licence renewals on an annual basis or more frequently for a shorter term licences.In addition, Program Advisors conduct unannounced inspections in response to complaints re youthfuld to licensed child care programs and to monitor operators who have difficulty maintaining compliance with licensing standards. The Ministry of Children and Youth Services also responds to complaints from the prevalent pertaining to persons who are alleged to be operating without a licence (i. e. caring for more than five children under 10 years of age, not of common parentage, without a licence). The Application Process An individual or corporation can apply for a licence to operate a day nursery or a private-home day care agency. (Licences cannot be issued to partnerships. ) 7Types of operators include an individual corporations (non-profit and for-profit) municipalities community colleges churches, or Bands and Councils of the Band. The prospective operator contacts the topical anesthetic Regional Office (see Appendix 3) to request an application package and confirm the information required before proceeding with the next steps in the licensing process. preceding to requesting an initial site inspection for a day nursery (a visit to determine if the dummy is appropriate), the operator submits the completed application form to the Regional Office, as well as written verification from the zoning authority confirming the location is approved for use as a child care centre detailed floor plans, and detailed site plans of the proposed location.These plans must(prenominal)iness include room measurements, window measurements (actual glass line of business), location of fixed cabinets (counters and storage areas) and fenced outdoor vacation spot berth dimensions (if required). Please note that effective July 1, 2005, as part of regulatory changes to the Ontario Building Code, all building or renovation plans for a day nursery must be reviewed and approved by the Ministry of Children and Youth Services prior to a municipality issuing a building permit. It is the operators responsibility to determine whether the location w severely invite zoning, building, fire and health requirements. Written verification must be submitted to the regional office confirming that these requirements have been met prior to a licence being issued. The fee for a new licence is $15 the renewal fee is $10.If a licence renewal is submitted to the ministry after the licence expiry date, the late fee is $25. 8 Planning and Design Guidelines for Child Care Centres This guide provides information about the planning, design and renovation of licensed child care centres. It is intend to be used by persons involved in the site selection, design, and operation of a child care centre in the province of Ontario. This guide is available through the local anaesthetic MCYS Regional office and on the ministrys website at http//www. children. gov. on. ca/mcys/english/resources/publications/be ststart-planning. asp. (Alternately, from the ministrys home page at http//www. children.Gov. on.ca, you can follow the links to Best Start, then Best Start resources, then Planning and Design Guidelines for Child Care Centres. ) Obtaining a Licence To obtain a licence, applicants must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including confirmation of compliance with municipal zoning, building, fire and health requirements the suitability of the building availability of equipment and furnishings conformity with space requirements and vacation spot standards maintenance of staff/child ratios for various age groups staff qualifications comestible appropriate behaviour management programming and insurance.Private-home day care agencies must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including staffing and training policies and procedures records of inspections of providers homes availability of equipment and furnishings appropriate behaviour management and insurance. The Program Advisor makes a recommendation to the Director under the Day Nurseries Act about the issuance of a licence based on their assessment of compliance with the requirements of the Day Nurseries Act and ministry insurance policy. The Director decides whether to issue a licence and the type and term of licence to be issued. The Director may add terms and conditions to the licence. The operator is required to comply with the terms and conditions of the licence as well as the requirements of the Day Nurseries Act and ministry policy. 9Operators must apply for a licence renewal prior to the expiry date of the current licence. Licences may be issued for a period of up to one year if all licensing requirements are met. Health Canada Product Safety Program Health Canada helps protect the Canadian public by researching, assessing and collaborating in the management of the health risks and safety hazards associated with the many consumer products, including childrens equipment, toys and furnishings, that Canadians use everyday. Through their Product Safety Program, Health Canada communicates information a bout juvenile product hazards and recalls to protect children from avoidable risks.Advisories and warnings, juvenile product recall notices, food recalls and allergy alerts are affix on the Health Canada website. The Consumer Product Recalls webpage can be accessed at http//209. 217. 71. 106/PR/list-liste-e. jsp. Health Canada offers an electronic newsletter so that the public can receive updates when consumer advisories and warnings, juvenile product recalls, and consultation documents regarding consumer product safety are posted on the Health Canada Web site. As a prospective operator, you are encouraged to register on line for this service at http//www. hc-sc. gc. ca/cps-spc/advisories-avis/_subscribeabonnement/index_e. html.Duration of Initial Licensing Process It may take up to 6 to 12 months to open a new day nursery or private-home day care agency depending on a number of factors, including the extent of the renovations, the incorporation of a corporation, the purchasing of equipment, the hiring of a supervisor or home visitors, the recruitment of staff, the development of policies and obtaining all required approvals. Types of Licences weak licence may be issued for up to 1 year if the operator was in compliance with licensing requirements when last inspected. 10 Regular short-term licence issued at the discretion of the Director routinely issued to new licensees (generally for a period of up to six months) or when more frequent licensing visits are appropriate to support ongoing compliance.Regular licence with terms and conditions terms and conditions are requirements prescribed by a Director and are additional to the requirements of the Day Nurseries Act. They may reflect circumstances specific to the operation, such as half day or 10 month service. They may also be in place to minimize the recurrence of a non-compliance, such as incomplete staff medical records. Provisional licence When Day Nurseries Act requirements have not been met and the operator requires time to meet requirements, a provisional licence (generally for a period up to three months) may be issued. This licence gives the operator a period of time to meet licensing requirements.Copies of a letter indicating that a provisional licence has been issued and a summary of the non-compliances are sent to the centre for distribution to parents. The summary of non-compliances will also appear on the Child Care Licensing Website. Child Care Licensing Website MCYS has launched the Child Care Licensing Website to provide parents with information about licensed child care in Ontario. The site is accessible at http//www. ontario. ca/ONT/portal51/licensedchildcare. A search tool allows parents to search for child care by city, postal code, type of program, age group, program name, operator name and language of service delivery.The site also provides the status of the licence and the terms and conditions of the licence for any licensed program parents might be con sidering or about which they might be concerned. Once a licence is issued, the information appearing on the licence of the program will be available on the website. Child Care Service System Managers The child care system is managed at the municipal level by fortyseven consolidated Municipal Service Managers (CMSMs) /District 11 Social Services Administration Boards (DSSABs). Each service system manager has responsibility for planning and managing a broad range of child care services, including fee subsidy, wage subsidy, family resource centres and special needs resourcing.Prospective operators should contact their local child care service system manager (see Appendix 4) to discuss the need for child care in the area being considered and for information about funding and fee subsidy. 12 twenty-four hour period NURSERIES ACT SUMMARY OF LICENSING REQUIREMENTS FOR DAY NURSERIES Day nurseries are centre-based programs and can include nursery schools, full day child care, extended day a nd before and after school programs. Organization and Management The operator of the day nursery is responsible for maintaining compliance with the Day Nurseries Act and ministry policy. This includes responsibility for the operation and management of the program and financial and personnel administration. A qualified supervisor who directs the program and everyplacesees the staff is required for each child care centre.This person must have a parchment in ahead of time Childhood Education, or other academic qualifications which are considered equivalent, and have at least two years experience in Early Childhood Education. The supervisor must also be approved by the Director under the Day Nurseries Act. Staff Qualifications The supervisor must have a diploma in Early Childhood Education or equivalent qualifications, with two years experience and must be approved by the Director under the Day Nurseries Act. One staff with a diploma in Early Childhood Education or equivalent quali fications must be leased for each group of children. Health Assessments and Immunization Staff immunization/health assessment, as required by the local medical officer of health, must be completed before commencing employment. 13.Number and Group Size Number of Staff required for a Day Nursery Other than a Day Nursery for Children with Disabilities Ratio of Employees to Children 3 to 10 1 to 5 Maximum Number of Children in a Group 10 15 Group Age of Children in Group Infant Toddler Under 18 months of age 18 months of age and over up to and including 30 months of age more than 30 months of age up to and including 5 years of age 44 months of age or over and up to and including 67 months of age as of August 31 of the year 56 months of age or over and up to and including 67 months of age as of August 31 of the year 68 months of age or over as of August 31 of the year and up to and including 12 years of age Preschool 1 to 8 16 Junior Kindergarten 1 to 10 20 Senior Kindergarten 1 to 12 24 School age.1 to 15 30 All children must be supervised by an adult at all times. Ratios are not permitted to be reduced at any time for children under 18 months of age. Ratios are not to be reduced on the playground. 14 Where there are six or more children over 18 months of age or four or more children under 18 months of age in attendance, there must be at least two adults on the exposit. Staff/child ratios may be reduced to 2/3 of the required ratios during the periods of arrival and departure of children and during the rest period, with the following exceptions when children are under 18 months of age on the playground with any age group. In a full day program operating six or more hours in a day, for the purposes of staffing, the period of arrival is not to exceed two hours after the opening and the period of departure is not to exceed two hours before the closing of the day nursery. In half day nursery school programs and school age programs, the period of arrival is not to exceed 30 minutes after the opening and the period of departure is not to exceed 30 minutes before the closing of the day nursery. Criminal Reference Checks Individuals and directors of a corporation applying for new licences will be required to submit a poisonous reference check to their local Ministry of Children and Youth Services Regional Office as part of the licence application.In preparation for the initial licensing visit, the operator of the day nursery is required to develop a criminal reference check policy for all full and part time staff working with the children, as well as for volunteers. Additional information about the Ministry of Children and Youth Services criminal reference check policy is available from Regional Offices. Building and Accommodation Each day nursery must comply with the requirements of applicable local authorities i. e. zoning and building discussion section, medical officer of health and fire department comply with the requirements of the Safe Drinking Water Act, 2002, O. Reg. 170/03, where applicable.These provisions only apply to designated facilities with drinking water systems where 15 the water is not provided through service connections with a municipal residential water system. The requirements of this regulation are available from the Ministry of the Environments website at http//www. ene. gov. on. ca/envision/gp/5361e. pdf comply with the requirements for calculate flushing and water sample testing (where applicable) under the Safe Drinking Water Act, 2002, O. Reg. 243/07. The requirements of this regulation are available from the Ministry of the Environments website at http//www. ontario. ca/ONT/portal51/drinkingwater/ everyday? docId= 177450&lang=en comply with the requirements of the Smoke-Free Ontario Act. have designated spaces for washing, toileting and breach storage areas for toys, play materials and equipment have designated space for eating and resting, preparation of food if prepared on premises or a food service area if food is catered (prepared off premises by a food catering company and delivered to the centre), a fenced playground (see page 15), storage for beds, a staff rest area and an office area if the program operates for six or more hours have play space of at least 2. 8 square metres (30 square feet) of unobstructed floor space for each child, based on the licensed energy have separate play activity rooms for each age grouping.A separate sleep area for infants is also required have rooms on or below the second floor where the rooms are for children under six years of age have a clear window glass area equivalent to 10% of the available floor area for each play activity room for a program that operates for six or more hours in a day. 16 Equipment and Furnishings Each day nursery must have an adequate number of toys, equipment and furnishings for the licensed capacity.The toys, equipment and furnishings must be age appropriate and include sufficient numbers for rotation as well as for gross-motor activity in the playground area infant and toddler diapering areas that are adjacent to a sink cribs or cradles that meet the requirements of the Hazardous Products Act, for infants, and cots for older children equipment and furnishings which are maintained in a safe and clean condition and kept in a good state of repair a forebode or an alternative means of obtaining emergency assistance that is approved by the Director Where children are transported in a day nursery vehicle, child seating and restraint systems are used that meet the requirements of the Highway Traffic Act, O. Reg. 613. Policies and Procedures Every operator must develop the following policies and procedures Fire evacuation procedures Sanitary practices Serious occurrence policy, including child abuse reporting procedures Criminal reference check policy Medication policy Behaviour management policy, including monitoring procedures and contravention policie s 17. Program statement/parent handbook Playground safety policy Anaphylactic policy, including an individual plan for each child with a severe allergy and the emergency procedures to be followed. Playground Requirements Programs operating six or more hours in a day require outdoor play space equivalent to 5. 6 square metres (60 square feet) per child, based on licensed capacity. The playground must be sub-divided if licensed capacity is over 64 children at ground level and adjacent to the premise designed so that staff can maintain constant supervision. If used by children under 44 months of age as of August 31 of the year, the playground must be fenced to a minimum height of 1. 2m (4 feet) and furnished with one or more gates that can be securely closed at all times. If used by children 44 months of age and up to an including 67 month of age as of August 31 of the year (children eligible to attend junior and senior kindergarten), the playground is fenced to a minimum heigh t of 1. 2 metres and the fence is furnished with one or more gates that are securely closed at all times, unless otherwise approved by the Director. Fixed playground structures (i. e. climbing equipment, slides) are not required by the Day Nurseries Act however, if the operator intends to install fixed play structures, the structures and safety surfacing must meet current Canadian Standards Association standards. The current Canadian Standards Associations (CSA) Standard applies to new and newly renovated playground equipment, and 18 safety surfacing. The CSA Standards also set out the requirements for routine maintenance and inspections. Playground plans indicating the type and location of fixed structures as well as the type and area of safety surfacing must be approved by the ministry before installation. Once play structures and surfacing are installed, compliance with the CSA standards must be verified in writing by an independent certified playground inspector before the st ructures can be used by the children. Inspections Copies of fire and health inspections are to be sent to the Ministry of Children and Youth Services program advisor and kept on file at the day nursery. Insurance Requirements The operator must have comprehensive general liability coverage and personal injury coverage for all staff and volunteers. All vehicles owned by the operator and used for transportation of staff and children must have motor vehicle insurance. Fire Safety and Emergency Information A fire safety plan must be approved by the local fire department. A written evacuation procedure, approved by the fire department, must be posted in each room. Staff are to be instructed on their responsibilities in the event of fire. Monthly fire drills must be conducted and written records of drills maintained. Tests of the fire alarm system and fire protection equipment (as required under the Ontario Fire Code) must be conducted and written records of test results maintained . 19. There must be a designated place of emergency shelter. An up-to-date list of emergency telephone numbers including the fire department, hospital, ambulance service, poison control centre, police department and a taxi service must be posted where they can be tardily accessed. Medical and emergency contact information for each child must be accessible. Health and Medical Supervision A fooling written log that includes health and safety incidents is required. Any instructions or recommendations made by the fire department, public health department or other regulatory bodies must be implemented and recorded. Sanitary practices and procedures must be approved by Ministry. Children must be immunized according to the requirements of the local medical officer of health, unless a fully authorized exemption is on file. Before each child begins to play with others, a daily observation of the childs health is required. An ill child must be separated from others and arrangements made for the child to be taken home or for immediate medical attention, if required. Serious occurrence procedures must be in place and the Ministry of Children and Youth Services notified of any occurrence. A spartan occurrence includes such things as the death of a child, a serious injury, alleged abuse/mistreatment of a child, a missing child, a disaster on the premises (e. g. fire) or a serious complaint. 20. A written anaphylactic policy is in place that includes A strategy to reduce the risk of exposure to anaphylactic causative agents A communication plan for the provision of information on lifethreatening allergies, including anaphylactic allergies An individual plan for each child with an anaphylactic allergy that includes emergency procedures in respect of the child Staff, students and volunteers have received training on procedures to be followed if a child has an anaphylactic reaction. A first aid kit and manual must be readily available. A written procedure appr oved by a qualified medical practitioner regarding the giving and recording of music is required. The procedure should include the storage of medication (e.g. medication must be stored in a locked container). If a child has or may have a reportable disease or is or may be infected with a communicable disease, this is reported to the medical officer of health as soon as possible. Cats and dogs on the premises must be inoculated against rabies. Nutrition Infants are to be fed according to written parental instructions. Food and drink from home must be labelled with the childs name. All food and drink must be stored to maintain maximum nutritive value. Meals and snacks must meet the requirements of the Day Nurseries Act. Canadas Food Guide provides utilizable information about nutrition. 21 Meals are to be provided where a day nursery operates for 6 or more hours each day or where the daily program operates less than 6 hours each day and operates over the meal time. This general ly refers to the provision of lunch as the mid-day meal. In day nurseries that offer care over extended hours, this may mean that breakfast and/or dinner are also provided. With the approval of a ministry Director, children 44 months of age or over as of August 31 of the year may bring bag lunches. Written policies and procedures with guidelines for bag lunches should be both posted and provided to parents. Menus must be posted with substitutions noted. Childrens food allergies must be posted in the kitchen and in all rooms where food is served. Special dietary arrangements for individual children are to be carried out according to written instructions of parents. Behaviour Management Corporal punishment is not allowed under any circumstances. The following are not permitted hash out harsh or degrading measures that would humiliate or undermine a childs self respect deprivation of food, shelter, clothing or bedding material confining a child in a locked room exits locked for the purpose of confinement. Written behaviour management policies and procedures which guide centre staff in managing childrens behaviour are to be reviewed annually by the operator.The operator is required to review the policies and procedures with employees and volunteers or students before they begin working, and annually thereafter. These policies must set out permitted and prohibited behaviour 22 management practices and measures to deal with any contraventions of the policy. There must be a signed, written record of all reviews, and a written procedure for monitoring behaviour management practices of employees, students and volunteers, and a record kept of this monitoring. Enrolment Records Up to date enrolment records for all children in attendance must be on site at all times and be available to the Ministry of Children and Youth Services. These records include, in part, an application, immunization records, emerg.

Metaphysics & Epistemology Essay

G. E. Moores main contributions to philosophy were in the areas of metaphysics, epistemology, ethics, and philosophical methodology. In epistemology, Moore is remembered as a stalwart defender of commonsense realism. Rejecting skepticism on the hotshot hand, and, on the other, metaphysical theories that would invalidate the commonsense beliefs of ordinary people (non-philosophers), Moore articulated collar different versions of a commonsense- realist epistemology over the course of his career.According to data I researched Moores epistemological interest also motivated much of his metaphysical work, which to a large extent was focused on the ontology of cognition. In this regard, Moore was an important voice in the discussion of sense-data that rule Anglo- American epistemology in the early twentieth century. In ethics, Moore is famous for driving home the difference between moral and non-moral properties, which he cashed-out in terms of the non-natural and the natural.Moores clas sification of the moral as non-natural was to be one of the hinges upon which moral philosophy in the Anglo- American academy turned until roughly 1960. Moores approach to philosophizing involved focusing on narrow problems and avoiding thousand synthesis. His method was to scrutinize the meanings of the key terms in which philosophers expressed themselves while maintaining an implicit commitment to the ideals of clarity, rigor, and argumentation. This aspect of his philosophical style was sufficiently novel and in evidence that many saw it as an innovation in philosophical methodology.Moore is widely ac companionshipd as a founder of analytic philosophy, the kind of philosophy that has dominated the academy in Britain and the United States since roughly the 1930s. Moore also had a significant influence outside the faculty member philosophy, through his contacts in the Cambridge Apostles and the Bloomsbury group. In both academic spheres, Moores influence was due in no small part to his exceptional personality and moral character.One of the most important parts of Moores philosophical development was his break from the idealism that dominated British philosophy (as represented in the works of his former teachers F.H. Bradley and John McTaggart), and his defense of what he regarded as a common sense form of realism. In his 1925 essay A Defense of Common Sense, he argued against idealism and skepticism toward the external foundation on the grounds that they could not give reasons to accept their metaphysical premises that were more plausible than the reasons we have to accept the common sense claims about our knowledge of the world that skeptics and idealists must deny.He famously put the point into dramatic relief with his 1939 essay Proof of an External World, in which he gave a common sense argument against skepticism by raising his right hand and byword Here is one hand, and then raising his left and saying And here is another, then concluding that ther e are at least two external objects in the world, and therefore that he knows (by this argument) that an external world exists. non surprisingly, not everyone inclined to skeptical doubts found Moores method of argument entirely convincing Moore, however, defends his argument on the grounds that skeptical arguments seem constantly to require an appeal to philosophical intuitions that we have considerably less reason to accept than we have for the common sense claims that they supposedly refute.

Strategic Analysis for Ryanair to Enter China

Strategic Analysis for Ryan ship to Enter china Submitted in part fulfilment of the Master September 2010 STRATEGIC BUSINESS ANALYSIS (ULMS 719) University of Liverpool management School 17 September 2010 Abstract Ryan course, the leader of grim- get on letter carriers in Europe, give expand its line of products done pop out the institution. This report discusses the strategies which Ryanair entre the Chinese mart.Through PESTEL abbreviation and tog up analysis to exact sophisticated understandings of the Chinese commercialise situation and the civil airwave environment, and so after a series of considerations, eventu eithery, Ryanair makes the decisiveness to co drop dead with chinaw be southerly linelines in the form of a joint venture. Based on this, Ryanair has set up plenty of adequate business strategies that are composed of grocery store targeting strategy, bell strategy and securities industrying strategy in order to successfully enter the Chinese market. Keywords Ryanair chinaware Strategic analysis control board of ContentsAbstract -i constitute of Tables and Figuresiv 1. mental home-1 2. Overview of Ryanair -2 2. 1 General introduction of Ryanair-2 2. 2 Ryanairs competitive values -4 3.Strategic analysis 6 3. 1 External environment-PESTEL Analysis -7 3. 1. 1 Political 7 3. 1. 2 Economic8 3. 1. 3 Social 10 3. 1. 4 Technology11 3. . 5 Environment-12 3. 1. 6 Legal 13 3. 2 native Environment-SWOT Analysis-14 3. 2. 1 Strengths -15 3. 2. 2Weaknesses17 3. 2. 3 Opportunities18 3. . 4 Threats19 3. 3 Summary -20 4. Business Strategic21 4. 1 Entry fashion Strategy21 4. 1. 1Problems that may cause 21 4. 1. 2 Joint Venture 22 4. 1. 2. 1 Brief introduction of Joint Venture 22 4. 1. 2. 2 Partner- principal(prenominal)land chinaware southern Airlines 23 4. 2 Market Targeting strategy 25 4. 3 price Strategy 26 4. 3. 1 The level of highest price 27 4. 3. The level of emitest price 27 4. 3. 3 The level of average price -27 4. 3. 4 Price cream on peak-season and off-season 28 4. 4 market Strategy -28 4. 4. 1 Cooperation with Mass Communication -28 4. 4. 2 Cooperation with local anaesthetic authorities 28 4. . 3 Cooperation with China Confederate Airlines -29 4. 5 Summary-30 5. Conclusion-30 References-32 List of Tables and Figure Table1. The Development of Civil air in Recent Years 9 Table2.Ryanairs SWOT Analysis - 15 Table3. Highlights of Ryanairs Finances 16 Table4. Key Statistics equation between Railways, Highways and Civil Aviation19 Figure1. Comparison of Average Fares in four airways 16 1. Introduction Low-cost carriers chiefly operate high-volume passenger traffic on dead-distance routes, use second-level airports, and offer no extra emoluments.Given their sharply precipitated costs, normally low-cost carriers offer discerns considerably lower than that of traditionalistic airlines. The trend began in America, with Southwest Airlines as the chief representative. Since 1990, numerous low-fare air lines have sprung up on a global scale. Among these, Ryanairs achievements stand out. As the closely profi duck airline company in the orb, Ryanair is renowned for its low-cost and low fares to travel destinations throughout to a greater extent or less European countries. However, afoot(predicate) airline routes and markets flowerpotnot meet Ryanairs long-term growing.To achieve its expanding ambitions across a global range, Ryanair decided to start with the Chinese market. Aviation in China is advancing at a dumbfounding rate. Because of improvements in the living standard, more and more customers are leaveing to spend money on high-fare air tags to save time and beget excellent service, whereas the absolute majority of middle-class individuals would rather travel by other vehicles than by plane due to its high price. Without doubt, the low-cost carrier is the provided way to satisfy the civilizeing requirements of the market in the next several years.Ryanair sees Chi nas high-potential market and increase demands. It must, at that placefore, address these paramount issues how to carry out appropriate strategies and meld Ryanairs own advantages with the framework of inter interior(a) regulations and the Chinese goernments policies. If Ryanair enters the Chinese market successfully, it allow have a redundant meaning and carry on on Ryanairs sustainable phylogenesis and will bring about a great change in current Chinese line patterns. This bailiwick will suggest specific measures for Ryanair to enter the Chinese market.The study archetypal introduces Ryanairs history, its considerable achievements, and unequalled predominance. From these aspects, we disregard have deeper understanding of Ryanair. Then, this study will apply PESTEL and SWOT models to analyze the internal and external environments. Based on environmental assessment, during the entire entering process, some unpredictable problems will be generated. In accordance with these problems, this study will offer sexual congress solutions. More specifically, it offers an entry-mode and business strategy.Last however not least, the study concludes by offering a look at Ryanairs experiences and improvements during the analysis process, and shows its draw spikelets as well. Finally, the study offers suggestions to minimize the risks of entry into and for making profits in China. 2. Overview of Ryanair 2. 1 General introduction of Ryanair Ryanairs legend dates back to 1985 when the Ryan family set up the company with lone(prenominal) ? 1 share capital and 25 staff in Ireland. At that time, the Ryan family mainly operated scheduled passenger airline services between the UK and Ireland. At first, this mini-airline failed to draw the publics attention.In the meantime, due to blind business expansion, Ryanair opened up overbold routes and purchased unused aircrafts regardless of risk, resulting in constantly increasing expenditures and making huge losses for four years running. The meaningful year for Ryanair was 1990. Under the leadership of a pertly CEO, Michael OLeary, Ryanair first introduced low fares and low-cost operation modes, based on the American South West Airlines successful experience. The move has proven a wise decision. From then on, Ryanair began to make a profit and sluggishly became the leader in low-fare air tickets in Europe.After more than 20 years of unremitting efforts, Ryanair is recognized as the worlds favorite airline (Ryanair Annual Report, 2009). In addition, in accordance with its latest fiscal year report, Ryanair has developed into the larger-than-lifest low-fare airline, with over 7,000 employees, 43 bases and 1,100 routes between 26 counties (Ryanair. com). Also, Ryanairs fleet includes 250 new Boeing 737-800 aircraft. Its act of passengers litigated reached 66. 5 million, which took the lead in the industry. In the next several years, Ryanair will still adjoin its fleet to sky more passengers.In re cent years, the value of Ryanair shares has gone up more than 10 times compared to 1997 when Ryanair issued shares to the public( Ryanair Annual Report, 2010). This continued, even after the events of September 11, 2001, when global aviation changed dramatically. Although more or less airlines have been largely affected, Ryanair has retained profits for 12 years. In 2003, Ryanair successively merged and acquired Hollands low-cost airline, Buzz, the budget airline subsidiary of KLM and the Dutch national airline. These moves led to the organizations overall strengths and risk resistance for further improvement.The 2010 financial report illustrated Ryanair earned 305. 3 million in 2010. In consequence, Ryanair was named as the most profitable airline in the world by The Economist powder magazine in 2005. Meanwhile Ryanairs stock share is very customary with investors and shareholders. In addition, one reason why Ryanair continues to achieve milestones is that it has maintained its business philosophy of providing its customers with a lowest price ticket even no fares, on the premise that Ryanair cuts into the whole companys operating expense and other unnecessary cost (Johnson, 2004) 2. Ryanairs competitive advantages It is universally acknowledged in business that superior enterp chutes will prosper whereas inferior ones will be eliminated. That is to say, survival of the fittest. The main points allowing a company to gain success are competitive advantages. This is the last-place goal of the strategic process in management. Competitive advantages were first proposed by Michael Porter in 1990. If a firm is able to generate more sparing value than rival firms, it has a competitive advantage.In other words, not only could it bring benefits to customers, but as well as its opponents would risk it wicked to imitate and surpass it (Barney and Hesterly, 2007). In the competitive low-fare aviation market, Ryanair gradually created its own competitive advantage s. They are as follows A. Purchasing a single aircraft type Ryanair only operates Boeing 737 and Boeing 737-800 next generation. Ryanair took good advantage of its own bargaining power and stable reputation to gain favorable contracts. This advantage helps Ryanair save costs.At the same time, Boeing aircraft not only suit the demands of European countries but in like manner saves a large amount of maintenance and the costs of repair and staff employment. B. High efficiency in staff work Employees efficiency at Ryanair is relatively higher than those at other airlines. For example, at Ryanair, an air troopsess is responsible for service on the plane and for cleaning as well. Productive-based remuneration system is widely apply in Ryanair. It consists of the number of on-board sales of products on the race and their working hours.To arouse enthusiasm and initiative among staff, Ryanair distributes companys stock as dividend and rewards. C. Masterful ontogenesis of second-level ai rport resources In some European areas, use of second-tier airports is very low. Therefore, to raise the usage ratio and boost economic improvement, local political sciences have offered some favorable policies. Based on Ryanairs large volume of passenger traffic and its rapid maturement, Ryanair obtained great contracts and even some subsidies from local areas, leading to a lessen in airport access fees. D.Taking advantage of the mesh To save agency commission fees and simplify the purchasing process, Ryanair set up online reservations and spent a large amount of money on promoting online implementation widely. The Skylight system offers a platform for Internet users to book and confirm their ticket through Ryanairs website promptly. Consequently, its Internet operation has prodigious advanced to reach 99% of ticket sales. E. Reducing expenses and making profits from other aspects Ryanair no longer provides free meals, and Ryanair cancelled first and business classes to offer more seats.Apart from this, Ryanair limits weight of luggage to lower sack con shopping centreption. During the entire operation process, Ryanair ceaselessly puts cost decreases in first place, and also onset to seek a way to earn more money. For guinea pig, Ryanair supplies different kinds of products and services including food, as well as information in name of taxi and hotel date for passengers. Simultaneously, the advertisements for colorful Ryanair aircraft and websites for other companies offer major sources of revenue. F.Unique corporate culture Ryanairs headquarter was built in a rural area at a downcast location in Ireland. In the beginning, the entire company comprised only eight administrative workers. At times, the firms CEO and department managers would help customers drive away in and even load and upload their baggage. Every Thursday the company would hold football matches between various company departments. The corporate culture creates a harmonious work e nvironment and makes a success of the business. 3. Strategic analysis The Chinese market is new for Ryanair.There is no denying that the Chinese market has its own unique characteristics. To enter the Chinese market, it is imperative that Ryanair have a deep understanding of the external environment. Similarly, Ryanair should grasp if the internal environment is serious or detrimental to Ryanair. barely in this way, will Ryanair be able to exploit its own strong points to fulfill its potential and avoid some influences that may give rise to shortcomings. Meanwhile, environmental analysis offers a determinant factor to establish specific strategies. The following steps might be taken. . 1 External environment PESTEL analysis Johnson pointed out the PESTEL framework as an effective tool for analyzing the macro-environment. Moreover, it helps the company to know what is going on outside the organization and how external factors are likely to change in the future. PESTEL refers to six points political, economic, social, technological, environmental and legal (Johnson, 2008). It is clear that this framework includes all external aspects. Through this framework, Ryanair could get a better understand of the unfamiliar Chinese market.Then, on the basis of this, Ryanair could carry out accurate methods that are suitable for Chinese customers. 3. 1. 1 Political issues The political point is related to political and state systems, policies and regulations. Aviation is an industry that is very mad to political changes. In the meantime, aviation is strictly orderd by government. Chinese aviation started late, therefore its laws and regulations have several shortcomings. With the gradual deepening of its economic reforms in recent years, the Civil Aviation Administration of China opened the door for non-state owned enterprises in 2004.After that, a series of loosening policies regarding airline routes have been put earlier to provide more chances for low-cost carriers . Up through late 2007, the Chinese government concluded 110 isobilateral agreements with foreign states (The Report of Chinese Aviation, 2008). On the one hand, this move indicated that the Chinese aviation industry was at the international stage to seek further victimization. On the other hand, it means that the Chinese market relaxed rules on foreign ownership of airline. Through corporation, the monopoly concerning a reservation in fuel price, maintenance fees or tickets would be broken up.In addition, there has been a dramatic increase in space resources. As of 2007, Chinese aviation implemented the Reduced Vertical Separation tokenish (RVSM) cruising altitude between 8,400 meters and 12,500 meters. RVSM went up from 7 to 13. This implied that space environment would be optimized and flights would be unobstructed. Beyond a new regulation applied regarding airline tickets in 2004, the Chinese government gradually relaxed price control. The measure was of immense significance in long-term development of airlines. 3. 1. 2 EconomicIn 2009, the financial crisis swept through the global, and the world economy has been greatly affected by it. However, even under this circumstance, the Chinese GDP was 33. 5 trillion yuan, up by 8. 7 percent over the previous year. Fiscal revenues reached 6. 85 trillion yuan, an increase of 11. 7 percent (Report of the Work of the Government 2010). Constant economic growth provides an attractive environment for aviation industry. The following table indicates the development of civil aviation in recent years Tab1e 1 The Development of Civil Aviation in Recent YearsYear period 2004 2005 2006 2007 2008 Length of Transport Routes (10 000 km) 204. 94 199. 85 211. 35 234. 30 246. 18 Total Passengers Traffic (10,000 persons) 12,123 13,827 15,968 18,576 19,251 Total Passage-Kilometers (100 million passenger-km) 1,782. 3 2,044. 9 2,370. 7 2,791. 7 2,882. 8 Sources from China Statistic Yearbook 2009 As can be seen from Table 1, Chinese civil aviation has maintained a sustained, rapid and sound development. Moreover, the rise in the value of RMB will work to the advantage of aviation.It contributed to cutting down the cost of crude oil import. To some extent, airlines could benefit from it and improve profitability. The financial crisis had a noticeable impact on the fuel market, which is the lifeline of aviation. As a whole, the global fuel price market decreased from $80 per barrel to $74. 07 per barrel. Whereas, in view of the Chinese fuel market monopolized by China National Aviation Fuel and high demand in the domestic help market, Chinese fuel prices ran counter to the international situation and had an upward tendency.Hence, this is a big challenge for airlines (Hu,2010). 3. 1. 3 Social Since the adoption of reform and opening policies, China has made headland socially and demographically. In the first place, Chinese peoples living standards have greatly im be. The annual per capita disposable income and annual per capita consumption expenditure of urban households have seen a dramatic increase to reach 15,781 yuan, 11,243 yuan, respectively. After 30 years of arduous efforts, the excessive state growth has been brought under effective control.Furthermore, Chinas population has basically accomplished the change-over to the population reproduction pattern characterized by low-birth rate, death rate and growth. Based on statistics provided by the State statistical Bureau, by 2008, China had a population of 1. 3 billion. In the second place, residence, transportation and communication, as well as recreation, education and culture contributed to the promotion of the day-and-night growth of domestic consumption. Take 2006 as an example, the annual per capita living expenses of urban residents was 59,370. 3 billion yuan.In comparison with last year, transportation and communication rose by 13. 8%, and the other two items went up by 10. 8%. The major factor that caused the results above was due to changes of the social-cultural environment. Thus, peoples lifestyles, including transportation and travel choices have changed subsequently. In recent years, the rate of tourism had an upward tendency, climbing from 26% in 2001 to 36. 7% in 2007 throughout the whole air transportation market. Moreover, the number of self-funded travelers accounted for 50. 7% in the tourism industry (China Statistical Yearbook, 2009).Last but not least, with close descents of educational institutions between different nations, the quantity of students who study abroad is increasing year by year. In particular, through a ten-year development period, the number of students in 2008 was ten times higher than that in 1998 it reached 179,800 persons. 3. 1. 4 Technology First, we can acknowledge that advanced technology has resulted in cost reductions for airlines. As a result, as the most famous civil aircraft manufacturing companies in the world, Boeing and Airbus continually issue new economi cal and practical aircraft, like the Boeing 777 series and Airbus A380.Secondly, simplifying the business program(StB)was proposed by International Air Transport Association in 2004. It is a new approach that aims to reduce airline expenses and offer better services for passengers. The StB program compromises five parts bar-coded boarding passes (BCBP), IATA e- despatch, IATA e-services, the Baggage Improvement Program and the Fast Travel Program. With the aid of the StB Program, airlines can sell tickets by direct marketing and vending machine or booking tickets via the Internet, mobile phones and land lines.Since 2006, e-ticketing has been implemented widely in the domestic market and is up to 100%. It was estimated that, after implementing e-tickets, the cost of each ticket would decrease by two-thirds, and there is no denying that this measure would bring huge potentials regarding a decrease in operation expense for airlines(Wu,2007) Thirdly, with the rapid improvement of air-tr affic management and overall industrial technology and equipment levels, the utilization rate of national airspace resources had a significant rise.In the meantime, increased numbers of aircraft have driven the development of the aircraft maintenance market, extending the useful life of civil planes, which endure 2530 years. Lastly, along with the quick development of civil airlines, the supply and demand of pilots in the transport market is increasingly prominent. With regard to training and recruiting pilots, there is fierce competition between new airlines and vivacious airlines. As an administrative department, the Civil Aviation Administration of China is cautious about turnover as to pilots.To a great extent, the liberalization of rules pertaining to pilots is still qualified by laws and regulations, thereby hindering long-term development of new airlines (Fang, 2009) 3. 1. 5 Environment In contemporary society, kind beings have gradually raised their sensation of saving re sources and protecting the environment. Hence, consumers are willing to back no-frill, low-cost carriers. Analysis of the low-cost carrier market in China and the Investment Advisory Report, 20062007, showed that 79% of customers would accept products provided by low cost airlines.Next, in 2012, the European Union will begin to charge for carbon emission. Obviously, it is not good for high-speed growth but imperfect Chinese aviation. In scandalise of China vigorously pushing forward energy conservation and greenhouse gas emissions reduction, nevertheless, under the current technology and situation, to reduce greenhouse gas emission, it must depend on technology rather than fuel decreases. Because of insufficiency or drawbacks of relevant laws and regulations, at present, China has not formulated a relevant policy in terms of charging carbon emissions.This contributes to more and more foreign airlines paying more attention to the Chinese aviation market of the future (Li, 2010) Fina lly, through decades of operation and development, Chinese airports have begun to take shape. By 2008, China had 152 civil airports. Beyond that, passenger traffic and freight traffic achieved great performances 19,251,000 persons and 4,076,376, tons respectively (The Year book of China, 2009). Currently China is speeding the construction pace. The Civil Aviation Administration of China has announced that by 2020, China will set up more than 97 airports.By then, 80% of the area will be covered, so that 82% of the primitive population would enjoy airline service (Tan, 2003) 3. 1. 6 Legal Although world aviation has become wired, foreign airlines that would like to enter and operate in China also compositors case a great many difficulties in the aspects of market and technology and, especially, laws and regulations. For instance, according to the General Administration of Civil Aviation Law of China, Article 177 states that it does not allow transportation between any two points in the areas of China for foreign airlines.Besides, foreign airlines timetables and flight plans must report to relevant aviation departments in a well timed(p) fashion. To some extent, it undoubtedly becomes an obstacle to free development in aviation. In addition, lack of relative facilities results from the immature advancement of aviation in China. Like most cities having only one main airport, the construction of a secondary airport still falls far short of needs of new-fashioned aviation. Consequently, this is a big problem that should not be ignored by foreign airlines. 3. 2 Internal environment SWOT analysisSWOT was first put forward by Albert Humphrey in the 1960s and mainly deals with an enterprises internal environmental analysis. It is the method that is used for arriving at deep and comprehensive understanding of a companys own strategic competence, as well as a business environment before the company works out the reading strategy in the new circumstances. SWOT refers to strength, weakness, opportunity and threat. Among these four aspects, ST focuses on company, while OT pays more attention to relevant competitors effects.By applying this, the enterprise could realize what factors are beneficial to it and then carry forward them in the future. Meanwhile, the organization should find some existing serious problems that would have adverse influence on further development. Then, it should find a solution to the problems or try to avoid them in practice. By this method, the company could make best use of the advantages and bypass the disadvantages so as to advance sustainable development (Johnson, et al. ,2008) The following picture shows a summary in respect of Ryanairs SWOT analysis Table 2 Ryanairs SWOT AnalysisStrength 1. Powerful brand support2. Low fares3. Low operation cost and high ancillary incomes4. High efficiency, flexible operation Weakness 1. Service quality decrease2. law restrictions3. Changes of charges have great impact on Ryanair 4. Limited turning point market Opportunities 1. Tremendous civil market potentials2. Economic downturn3. Ambitious expansion Threats 1. High-speed development of other substitutes2. Fierce competition and pressure from other civil airlines3. Excessively depends on potassium fuel market and low price 3. 2. 1 StrengthsAfter 20 years of arduous efforts, Ryanair has already built up an enterprise image and exploited the brand with its own characteristic in the European LCC market. The Economist magazine called it the best airline which could earn a large amount of money. Wall Street Daily considered Ryanairs stock as the most popular and the most valuable to purchase (Wang, 2008) It has made marked achievements in every respect, as can be seen from the table below in terms of general accomplishments Table 3 Highlights of Ryanairs Finances Key items 2010 2009 changeOperating revenue 2,988. 1 2,942. 0 +2% Net profit /(loss) after tax 305. 3 (169. 2) +280% Scheduled passengers 66. 5 m 58. 6m +14% Fleet at period end 232 181 +28% Average number of employees 7,032 6,369 +10% Adapted from Ryanair Annual report 2010 Since its establishment until now, Ryanair has always persisted in the philosophy of business Let more and more customers enjoy low fare, even for free. A survey of different airlines and their fares follows Figure 1 Comparison of average fares of four airlines. Source Ryanair Annual Report 2010.Ryanair can in fact issue tickets much cheaper than other airlines. Thats the reason why the total Ryanair scheduled passengers came out to 66. 5 million. With such cheap fares, Ryanair can still make profits. The reason is attributed to an emphasis on minimizing operations costs, which includes aircraft purchasing, daily maintenance and excerpt of airports, online booking and personnel expense. Apart from these, Ryanair tries to earn more from ancillary service while reducing costs. For example, customers could book cars or hotels, and even some low fare tic kets of concerns from Ryanairs websites easily.Besides, Ryanair is considered a conspicuous billboard as its aircrafts and even its trays are fully sprayed with different companies advertisements. This action brings about considerable income to Ryanair. In 2010, the publicize income reached 663. 6million. Definitely, a highly productive work force also plays a pivotal role in the way to success. It is reported that each Ryanairs emplyee can serve 9,457 passengers per year. To mobilize the enthusiasm of employees, Ryanair brought out air bonuses and participation in Ryanairs valuable option project (Ryan air Annual Report 2010). 3. . 2 Weaknesses ascribable to reduction in Ryanairs various operation expenses, a variety of free services have been cancelled. At present, customers must pay to use the toilet. Therefore, more limitations are sure to follow, service quality decrease and then, increasingly, customer complaints. The most serious negative issue has been the severe criticism continually released by the news media, and it has harmed the companys overall image and interest. Ryanairs target market mainly focuses on leisure-travel customers and short point-to-point routes. Although it does not have higher standards of ervice, Ryanair is extremely sensitive to price. That is to say, once Ryanair raises prices slightly, it will lose lots of customers. Nevertheless, as the companys scale is constantly enlalrging, costs will go up proportionately. Therefore, limited niche market and increasing cost are not propitious for further expansion of the company. Currently, Ryanair confronts a tough situation, which involves how to balance the companys benefits and customers requirements appropriately. In spite of Chinese aviation advocates reform and innovation, China is not completely wide open to foreign airlines.Local laws and regulation restrictions are not conducive to Ryanairs entry. 3. 2. 3 Opportunities Compared with advanced countries, although China aviatio n is advancing rapidly, it still has plenty of drawbacks, particularly in the low-cost carrier area. 2008 Chinese Aviation Report implied that China has a huge market with big potential and wide prospects in civil aviation. However, nowadays, there is only one small-scale, low-cost airline, Spring Airline, in Chinas domestic market. Apparently, existing fleets and routes are difficult to satisfy a increase of domestic demand.Ryanairs entry will fill the low-cost carrier vacancy. Moreover, it has been proved that low-cost carriers can benefit during economic downturn(Kerpen, 2004). lobal recession leads to a sharp fall in public income. Therefore, the public turns to low fares to reduce expenses. A host of customers would rather choose Ryanair, which does not have free services, than general flagship airlines that offer higher standards of service. Apparently, the economic slump brings infinite business chances and generous profits for Ryanair. Ryanair is planing to enlarge its fleet to acquire 200300 planes by 2016.Due to bulk buying, Boeing and Airbus quote Ryanair the most favourable prices to acquire such big orders. In that case, it not only saves costs but also offers sufficient funds to invest in overseas markets. Ryanairs ambitious expansion could come true in the approximately future. 3. 2. 4 Threats Rapid development of Chinese railways and highways in recent years should be a concern for air carriers. Ever since the transportation industry has advanced steadily, railways and highways have held leading positions. Because civil aviation is subject to its own conditions, in freight traffic, t had a very big lead compared with railways and highways. This is shown in the table below Table 4 Key Statistics Comparision between Railways, Highways and Civil Aviation Items Year Passenger Traffic (10,000 persons) Passenger-Kilometers (100million passenger-km) Freight Traffic (10,000 tons) Railways 2006 125,656 6,622. 1 288,224 2007 135,670 7,216. 3 314,237 2 008 146,193 7,778. 6 330,354 Highways 2006 1860,487 10,130. 8 1,466,347 2007 2,050,680 11,506. 8 1,639,432 2008 2,682,114 12,476. 1 1,916,759 Civil Aviation 2006 15,968 2,370. 349. 4 2007 18,576 2,791. 7 401. 8 2008 19251 2,882. 8 407. 6 Adapt from Chinese Statistic Yearbook 2009 As shown in the diagram, from 2006 to 2009, people would rather choose railways and highways than civil aviation. Furthermore, as mentioned above, the statistics of railways and highways far exceed that of civil aviation. In 2002, civil aviation was reconstructed and reorganized. From then on, competition through three airline groups involving Air China, China Southern Airlines and China Eastern Airlines has taken shape in the civil aviation market.The three airlines have the market share for 80% in China. There is no denying that these three airlines groups pose a huge threat to Ryanair. They would take full advantage of their own strengths to draw a blank out new competitors. More importantly, Ryana ir is famous for its low fares. Jet fuel is a major component of Ryanairs operations costs. However, as cost of jet fuel has risen, Ryanairs ticket prices have spiraled up to match them. Therefore, this action is directly opposite to the aim of the company. Ryanair would lost a large number of customers because of its relative high fare compared with privious price. . 3 Summary As discussed in the PESTEL and SWOT analyses above, as a whole, the external environment is conducive to Ryanairs entry and development in China, specifically, the attractive points were policy relaxation to foreign airlines and high demand for low-fare carriers. However, Ryanair would have to pay more attention to techniques and legal restrictions in trusted aspects. only(prenominal) after analysing the external environment objectively will Ryanair enter the Chinese market smoothly. In the meantime, the internal environment is equally fundamental.After placing more emphasis on understanding the other airli nes and Ryanair itself, then it will be able to fight a hundred battles without danger of defeat as the result of wise decision making and strategic adjustments in a short time. 4. Business strategy 4. 1 Entry mode strategy 4. 1. 1 Potential problems Given that aviation is a sensitive industry, there is no doubt that Ryanair will face some tough problems that could interfere with its entry plans or progress. In particular, the Chinese government puts up all sorts of obstacles, and these factors are concretely revealed by the following.The first obstacle is the imposition of restrictions on setting ticket prices. Civil aviation-transport price reforms state that on the basis of benchmark prices, airlines may set a price which increases 25% and decreases no more than 45% (Wu, 2007). Compared to the previous rule, the government has relaxed controls on prices. Nevertheless, it is still hard to satisfy the requirements of low-cost carriers, which rely on low fares to gain a larger share of the market. The second obstacle is the control of air-route management rights. So far, there are 115 airports which are completely open.Airlines could freely arrange air route entry and quit based on actual market demands by themselves. However, these airports handling capacities are relatively small and the low-cost carriers self-potential is subject to it. The last obstacle is the monopoly pattern in civil aviation. At present, Air China, China Southern Airlines and China Eastern Airlines have become three powers of civil aviation. At times, the three-airline group lay downes its own low-cost tickets in order to develop market share. Ultimately, their positions in the domestic market are strengthened.As a new entrant to the Chinese market, the three-airline groups low-cost strategy will negatively affect Ryanair. 4. 1. 2 Solution Joint Ventures As stated above, the way to enter a new market is not completely clear for new entrants. To avoid some unpreditable factors that woul d arise in the Chinese market and to lower risks attributed to lack of knowledge regarding market information or market situations, joint ventures are the most convenient and effective solution for Ryanair, especially a minority joint venture. 4. 1. 2. 1 Brief introduction to joint venturesA joint venture is a corporate child that is a new entity given birth and jointly owned by two or more parent companies. (Peng, 2009)Generally, this is a normal measure for new entrants to enter unfamiliar environments. That is to say, that Ryanair should seek other partners in the Chinese market. Two parties hold different proportions of equity and also share investment, management, risks and debt instrument for profits or losses. At the beginning, owing to the fact that Ryanair stands at a disadvantage, it is imperative that gaining support from domestic firms make up the shortage of funds and resources.From all of the above, this measure is acceptable and advocated by local authorities, and t hey will even offer a preferential policy in the developing aviation industry. Yet it is certain that there will exist some drawbacks during the application of joint ventures. On the one hand, because of differences in background and corporate culture, a new company will be easily split on objectives and interests and even conflicts. On the other hand, sometimes both paties cannot reach a consensus in regard to equity apportioning and operational control.At the end, it is often hard to coordinate globally on account of tight controls on a foreign subsidiary (Peng,2009). 4. 1. 2. 2 Partner China Southern Airlines Based on an overrall consideration of various factors, Ryanair decided to choose China Southern Airlines as its partner. The following paragraphs show reasons why Ryanair mades the decision. First, highlights of China Southern Airlines follow. Its headquarter is in Guangzhou. The company is made up of 13 branches and 5 subsidiaries throughout China.Futhermore, China Souther n Airlines has set up two bases in Shanghai and Xian, and it also owns 54 foreign agencies abroad. China Southern Airlines possesses the highest number of aircraft, 400, the most advanced air route network and the biggest passenger traffic that up to 66,280,000 persons. At present, with Guangzhou and capital of Red China as major hubs, their air route networks and ranges of business have spread throughout the main cities in the world. In 2008, China Southern Airlines was honoured with flight prophylactic five stars by the Civil Aviation Administration of China. Now it still keeps the longest safety records.China Southern Airlines always insists on Safety First convention On the premise of safety, the firm constantly brings forth management level and technology innovation to improve its strength and international competitiveness. China Southern Airlines is the only airline that fosters pilots independently. Second, in some ways China Southern Airlines and Ryanair are complementary, eventually accomplishing a win-win situation. For China Southern Airlines, in spite of the fact that it plays an unreplaceable position in domestic aviation, the pattern of company management still has gaps compared to other European airlines.By joining Ryanair, China Southern Airlines not only brings orthogonal blood but also receives advanced management patterning. China Southern Airlines can absorb Ryanairs rich experience regarding corporate governance and human resoure management to achieve rational resource allocation and high employee efficiency. In the meantime, China Southern Airlines business covers the whole country, and transport capacity cannot suit domestic markets demands. Ryanairs entry could lighten its burden in some air routes. More importantly, China Southern Airlines has lost in terms of international air routes in recent years.Whilst Ryanair is the pioneer in the low-cost area in Europe. By means of Ryanairs influence, China Southern Airlines could regulate t actics in Europe and make profits. Similarly, Ryanair can benefit from cooperating with China Southern Airlines. First and foremost, due to application of the joint venture, this it way complies with legal requirements, thereby diminishing entry resistance from the government to a great extent. Then Ryanair could develop smoothly regardless of culture or language differences under China Southern Airlines strong brand support and resouce sharing.At last, China Southern Airlines will offer the permission of using its bases and airports and pilots to Ryanair. This measure will reduce the anxiety caused by the shortage of resources. This is the only way that lowers Ryanairs operation costs and carries on its low-fare business in China. 4. 2 Market Targeting Strategy When it comes to the target clients of low-fare carrier service, it mainly focuses on the special group that is characterized by high sensitivity to fare, high-price elasticity and price factor as their first consideration.S outhwest Airlines was awared of the chief competitors of airlines are highways and railways. Generally, in short air routes, customers are sensitive to price. Because of short flight time, they do not require high-standard services. As a result, it is difficult to capture more customers through service differentiation. With regard to how to choose a target market accurately, there are three elements to be taken into consideration First, price factor. Customers who prefer low-cost carriers are distributed into three classes.Initially, self-funded travellers. In general, tourists are customers who inflict families and friends in their schedule in advance. They pay attention to low fares rather than immediacy to save travel expenditures. Next, the main character of this group is time flexibility. Finally, general business customers. Due to high air-ticket prices, sometimes they are restricted by unit to take planes. Once low fare are implemented, there is no significant distance betwe en air tickets and train tickets, and they will welcome low-fare air tickets.Another thing is the length of flight time. In the present situation of the aviation market, the majority of flights take 3 hours. In order to decrease costs and raise aircraft utilization rates for low-fare carriers, 2 hours would be preferred. Humans usually select transportation like railways and highways due to cheaper prices, even if they spend a long time on the journey. Low-cost air fares not only save much time but also let more customers have access to comfortable trips and services (Olson and Peter, 2005) 4. 3 Pricing StrategyThere is no denying that low-cost strategy is the lifeblood for low-fare carriers existence. In the fierce competition of the aviation marketplace, flagship airlines launch their own ultra-low fare in the off-season. However, as flagship airlines are limited by high costs, offering low fares is only a temporary method to attract more customers. As a low-cost carrier, it is ob vious that Ryanairs fare should be much lower than the level of market. Only in this way can it obtain market share and optimize itself. So how to set its ticket prices? 4. 3. 1 The level of highest priceLow-cost carriers are known for low fares, therefore their highest prices cannot go beyond the full price of economy class of flagship airlines. If the price is quite low, it will affect the companys profits. On the contrary, high price does not conform to the firms low-fare tenet. 4. 3. 2 The level of lowest price In China, owing to price control from the government, Ryanair could not implement its bottom-line price strategy. Hence, on the basis of regulation, Ryanair could properly provide two-thirds low fare tickets in every flight to draw customers.After the company develops and reaches the maturity stage, it could gradually reduce low-fare tickets proportionally. 4. 3. 3 The level of average price On the one hand, the average price must be higher than the average cost to guaran tee the firms normal operations and profits, ultimately, fulfilling Ryanairs sustainable development and expansion. On the other hand, the low-cost carriers average price should be markedly lower than he average price of flagship airlines to win stable and long-term customers and capture a market share.Through moderate pricing, althought Ryanairs air tickets are low, it could increase the passenger load factor to improve profitability in every flight. 4. 3. 4 Price choice on peak- season and off-season In peak-season, like holidays or festivals, Ryanair could consider raising the price a little higher than usual in some special and hot routes due to high demands of these days. Likewise, in the off-season, the best way to stimulate customers consumption is to provide more low-fare tickets widely (Goddard, et al. ,2005) 4. 4 Marketing Strategy 4. 4. 1 Cooperation with mass commuicationAt the beginning of its China venture, Ryanair could take full advantage of its own aircraft to adver tise for other companies through charging for advertisement fees. They could then spend this income on creating advertising compaigns for its low fare by means of newspapers, magazines, and television. Through a lot of press publicity, more and more people would be interested in this new thing. Moreover, people would be willing to get more information about low-cost carrier and they would like to enjoy so cheap price. At that moment, Ryanair could launch some promotion plans to stimulate customer interest. . 4. 2 Cooperation with local authorities Low fares are the lifeline of Ryanair, without this advantage, it is impossible to compete with other airines. So enhancing cooperation with local authorities is necessary. As a matter of fact, current price control policy makes it difficult to meet the competitive markets needs. Indeed, Ryanair should set a good example to abide by regulations, and then lead by example against unfair competition. Once having set up a good relationship wit h local authorities, Ryanair can obtain more benefits like use of second-level airports at very reasonable prices. . 4. 3 Cooperation with China Southern Airlines For Ryanair, air route selection and pilot demands are two main operation issues. With the help of China Southern Airlines, Ryanair can apply for the hottest tourism routes to carry out point-to-point flights. When the market turns to off-season, Ryanair should timely change its route to some charter flights. For instance, these years personnel, economic and cultural exchanges across the Taiwan Straits have kept increasing. Therefore, setting up secureness air service in this route would satisfy demand growth.In the meantime, Ryanair uses single type aircraft, so it can share pilots and aircraft maintenance expense with China Southern Airlines, and this leads to cost decline. Finally, Ryanair could truly implement its low fare and foster a good and healthy company image. Whats more, in order to avoid corpulent traffic at hub airports, Ryanair could widely increase the second-level airport utilization rate of China Southern Airlines. This would result in punctual rates and leave a good impression on the customers. Besides, China Southern Airlines also provides Ryanair with its sselling platform online booking or using agencies all over the country. . 5 Summary To sum up, before Ryanair decides to enter the Chinese market, it should anticipate some problems that may happen during the process. Then, based on an overall consideration of various factors, Ryanair should plan to invest in the form of a joint venture with China Southern Airlines. The next step wold be Ryanairs market targeting emphasis on self-funded travellers, customers who would like to visit families or friends and general business customers. At the same time, flight time should take two hours. Ryanair must keep an eye on this groups customerss demands.After that, it should look to the high level, the low level, average level and diffe rent period price principles to set up flexible and appropriate air-ticket prices. As to marketing, Ryan air should coordinate the relationship with mass commuication, local authorities and China Southern Airlines. Only combining the strategies listed above can Ryanair achieve global optimization and obtain long term development. 5. Conclusion The entry into the Chinese market is an essential step of Ryanairs expansion plan outside Europe.In this way, it is inevitable that Ryanair will face a rare chance for development as well as tough challenges. Therefore, this paper firstly summarized Ryanairs own competitive advantages and showed why Ryanair feature the capability to extend its low-cost business in China. On the basis of this, Ryanair must have a profound and thorough understanding of the new market, for instance current policies and laws of aviation, Chinese customers consumption concepts and behaviours, and the differences between China and other European markets.Hence, the next section objectively amplified on the internal and external environments with SWOT and PESTEL analyses. On the whole, although in some aspects Ryanair is still subject to Chinese aviation regulations and laws, owing to the fact that aviation develops at high speed and given the domestic markets huge demand, the Chinese aviation environment is suitable for low-cost airlines existence and advancement. In accordance with the environmental analyses, specific business strategies to enter China are proposed.At first, Ryanair should adopt a joint venture to cooperate with China Southern Airline. Only in this way can it reduce entry risks and restrictions from the government. Then, on that premise, Ryanair should set up a market target strategy, pricing strategy and marketing strategy in detail. Ultimately, Ryanair will fulfill its purpose of entering Chinese aviation smoothly and achieving success there. In this study, there still exists a problem to be considered