Two Familiar Brands Competing in the local Marketplace Essay

Two Familiar Brands Competing in the local Marketplace - Essay Example This paper will make a comparison between two competing brands Tide and Gain which have strong presence in the local market of USA. Each brand of P&G is affected by globalization which also includes Tide & Gain. The marketing programs are different and both brands have different price levels depending on the consumer demand. The price levels range from super premium for top selling products to lower priced products that offer basic advantages only. Tide and Gain are available in majority of retail stores of USA. Tide has international presence while Gain is served only in the local market of USA. Thus, the prices of Tide vary according to the high and low concentration of global market. Tide and Gain has competitive relationship with other detergent brands of P&G. Proctor & Gamble (P&G) is recognized as one of the leading multinational organizations dealing with consumer products in various segments from beauty to house-keeping. It is an Ohio based company headquartered in USA. The p arent company is engaged with the marketing of above 300 brands which include beauty products like shampoo, soaps and household products like detergent, toothpaste etc. P&G has strong market share in the segment comprising of detergent and laundry products. Under detergent category, P&G has six sub-brands which operate in the local market of USA. Around 99% customers use minimum of one P&G brand regularly. Hence, it can be stated that P&G does not focus on one brand. Rather, it emphasizes on many brands under the detergent segment. The reason is that customers’ motives for purchasing detergent brands are different and P&G incorporates different functions for their brands. In one brand, bleaching might be the main priority where in other brands cleaning might be the chief priority. Thus, though parent company is same but Tide and Gain both have their unique identities (Pearson Education, 2011). Segmentation Market includes customers and they differ in several ways for example needs, resources, locations, buying activities, and

Transformational Leadership Essay Example for Free

Transformational Leadership Essay In any endeavor, a leader is necessary for it to be successful. One would ask why? Is something doomed to failure if it’s instigated, implemented without a leader? Sun Tzu said: â€Å"The art of war is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected (Giles).† I would like to make a comparison here. Any action is a war – a war between success and failure. Even the simplest task of reading is a war – understanding vs. misunderstanding or enjoyable vs. boring. Let me just add that Sun Tzu further stated that: â€Å"The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field. These are: The Moral Law; Heaven; Earth; The Commander; Method and discipline. The Commander stands for the virtues of wisdom, sincerely, benevolence, courage and strictness.† (Giles). So how important Sun Tzu’s Commander is in the way of things? Jack Welch, former CEO of General Electric, was reported to have issued a three-word dictum–â€Å"Don’t manage! Lead!† So when does one be classified as a manager? As a leader? What’s the difference? Whereas a manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals, leadership is somehow more complex. It is â€Å"the process wherein an individual member of a group or organization influences the interpretation of events, the choice of objectives, the maintenance of cooperative relationships, the development of skills and confidence by members, and the enlistment of support and cooperation from people outside the group or organization† (Yukl 2002, p. 5). Henceforth, leadership is influencing other people to realize or actualize the vision an organization must take in order to stay ahead and the leader is the one who is ahead of the pact. In the years of studying leadership, several leadership styles emerged. Literatures discussed and analyzed situational leadership, participative leadership, charismatic leadership, and transformational leadership among others. Transformational Leadership: Review of Related Literature Nigel Nicholson talked about the transformational leadership in one of his articles. In the beginning of one of his article, How to Motivate Your Problem People, he said that â€Å"[everyone] knows that good managers motivate with the power of their vision, the passion of their delivery, and the compelling logic of their reasoning† (2003, p. 57). However, he did say that this is a great image and that only remains as main fare of â€Å"idealistic leadership books† (Nicholson, p. 57). Tracey and Hinkin undertook a research on whether transformational leadership exists or it is just effective managerial practices (1998). To test their hypothesis, Tracey and Hinkin conducted the study by comparing the transformational leadership scales from Bass and Avolios Multifactor Leadership Questionnaire with four scales from Yukls Managerial Practices Survey (1998). The results provided mixed support for the distinctiveness of the MLQ. Does this mean then that there is no such thing as a transformational leader? I don’t think so. I believe that Gandhi was one, Mother Theresa was one, and even Hitler was one. So what is this transformational leadership theory? Furthermore, Sosik and Megerian found out that the transformational leadership behavior and managerial performance are correlated in several circumstances (1991).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Transformational leadership was first formulated by Burns from his descriptive research on political leaders (Yukl 2002, p. 324). It is defined in terms of the transformational leader’s effect on followers: â€Å"they feel trust, admiration, loyalty, and respect toward the leader, and they are motivated to do more than they originally expected to do† (Yukl 2002, p. 325). The transformational leadership theory assumes that people will follow a person who inspires them. It also assumes that a person with vision and passion can achieve great things; and that the way to get things done is by injecting enthusiasm and energy. Given that a transformational leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation. But then as Nicholson implied, one of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. While it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Chen studied the impact of gender on transformational leadership (2001). His research study supported his hypothesis that gender truly affects transformational leadership due to the differing qualities possessed by each gender (Chen 2001). Because â€Å"women leaders possess qualities more in line with transformational leadership and are thus more transformational than their male counterparts† (Chen 2001). A similar study was made by Schyns and Sanders. The study was focused on the gender differences in the relationship between transformational leadership and leaders occupational self-efficacy, and aimed to explain how female and male leaders develop their self-efficacy (Schyns Sanders 2005). Unlike the Chen study, Schyns and Sanders’ study â€Å"found no significant relationship between self-rated transformational leadership and occupational self-efficacy for women, although [they] did find a positive relationship for men. No interaction effect with respect to leaders occupational self-efficacy could be found between leaders gender and follower-rated transformational leadership† (2005). The effectiveness of the transformational leadership had been studied not only in the business sector, but also in the arts. Boerner and von Streit investigated the degree to which the conductors transformational leadership style and a cooperative climate in the orchestra favorably affect the orchestras artistic quality by surveying several musicians from 22 professional German symphony orchestras (2005). Specifically, the authors studied the assertion that the conductors transformational leadership style promotes the orchestras artistic quality only if there is a cooperative climate in the orchestra (Boerner von Streit 2005). Whereas Krishnan studied the effects of leader-member exchange, transformational leadership, and perceived value system congruence between leader and follower on followers six upward influence strategies assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning by using a sample of 281 managers working in various organizations in India (2004). Majority of the researches done on transformational leadership focused on the effectiveness of transformational leadership, but Felfe ad Schyns pointed out that â€Å"a little is known about similarity in the leadership behavior of leader and supervisor, and how this affects the outcomes of leadership† (2004), and both collaborated to correct this oversight. In their study, 213 supervisors from two public administration offices were asked to rate their own leadership behavior as well as their leaders behavior. Felfe and Schyns then examined the relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior, and analyzed the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific outcomes (extra effort, efficiency, and satisfaction with the leader), as well as organizational outcomes (commitment, overall satisfaction, organizational citizenship behavior, achievement orientation, stress, and irritability) (2004). The researches on transformational leadership were conducted in several ways: review of existing literatures, interviews, and surveys. Sosik, however, conducted a laboratory experiment to evaluate the effects of high and low level of transformational leadership style and anonymity (1997). He included 36 undergraduate student work groups, and used a Group Decision Support System to perform an idea generation task (Sosik 1997). Sosik found out â€Å"that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications and questions about solutions and reported higher levels of perceived performance, extra effort and satisfaction with the leader than groups working under low transformational leadership† (1997). Undoubtedly, the effectiveness of a transformational leader doesn’t depend solely on that leader: no matter how good a leader is that leader’s success will always depend, in part, on the followers. Walumbwa, Lawler, Avolio, Wang and Shi studied how a transformational leader’s effectiveness is affected by followers’ work-related attitude (2005). What is interesting with this study is Walumbwa, Lawler, Avolio, Wang and Shi collected their data from three countries: China, India and United States. But, then, what makes up a transformational leadership exactly? Hoffman and Frost examine the impact of emotional, social, and cognitive intelligences on the dimensions of transformational leadership using both paper-and-pencil measures and assessment center dimensions (2006). The study found out that there are significant relationships between cognitive intelligence components and intellectual stimulation, social intelligence components and charisma, and emotional intelligence components and individualized consideration (Hoffman Frost 2006). Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire wars. References Chen, C. (2001). Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C. University of Southern California. Felfe, J. Schyns, B. (2004). Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership. Journal of Leadership Organizational Studies, 10 (4), 92-103. Giles, L. (translator). Sun Tzu The Art of War. Hoffman, B. Frost, B. (2006). Multiple intelligences of transformational leaders: an empirical examination. International Journal of Manpower, 27 (1), 37. Krishnan, V. (2004). Impact of transformational leadership on followers influence strategies. Leadership Organizational development Journal, 25 (1/2), 58. Nicholson, N. (2003). How to Motivate Your Problem People. Harvard Business Review, January 2003, 57-65. Boerner, S. von Streit, C. (2005). Transformational Leadership and Group Climate-Empirical Results from Symphony Orchestras. Journal of Leadership Organizational Studies, 12 (2), 31-41. Schyns, B. Sanders, K. (2005). Exploring gender differences in leaders occupational self-efficacy. Women in Management Review, 20 (7/8), 513-523. Sosik, J. (1997). Effect of transformational leadership and anonymity on idea generation in computer-mediated groups. Group Organization Management, 22 (4), 460-487. Sosik, J. Megerian, L. (1991). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. T Group Organization Management, 24 (3), 367-390. Tracey, J. Hinkin, T. (1998). Transformational leadership or effective managerial practices? Group Organization Management, 23 (2), 220-236. Walumbwa, F., Lawler, J., Avolio, B., Wang, P. Shi, K. (2005). Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures. Journal of Leadership Organizational Studies, 11 (3), 2-16. Yukl, G. (2002). Leadership in Organizations (5th ed). New Jersey: Prentice Hall.

How The Economic Downturn Affected Uk Hotel Industry Economics Essay

How The Economic Downturn Affected Uk Hotel Industry Economics Essay Prior to the credit crunch which commenced in August 2007 when the European Central Bank and the US Federal Reserve put  £45bn into the financial markets (Elliott 2008 [online]), Europe, the USA and the UK were enjoying an economic boom with rising house prices and high consumer confidence (Budworth 2008 [online]). Gross Domestic Product (GDP) rose to  £381,565 Million in 2007, and household disposable income per capita to  £14,321 in the same year (Key Note 2008, p. 18). During these boom years, lending was high and borrowers able to raise large sums of money due to relaxed lending restrictions by banks. Individuals whose circumstances would have at one time barred them from borrowing were allowed to access many times their salary (Budworth 2008 [online]). Debts secured upon property were sold on to investors. Property prices thus became vastly inflated creating a bubble which burst when borrowers started to default on their loans and the value of the investments therefore fel l heavily. The huge losses by the banks leading to the collapse of Lehman Brothers in the US and the near collapse of Northern Rock in the UK meant that lending became much more difficult and banks stricter about who they lend money to. (Budworth 2008 [online]). The resulting shortage of funds due to fears about lending and lack of loans has led to a downturn in the economy, falling house prices and increasing unemployment with many firms going out of business altogether and many more making drastic savings (Budworth 2008 [online]). Further consequences include a vast increase in public spending which is predicted to take years to pay off, a predicted rise in unemployment (by the British Chamber of Commerce) to 3.2 million, wage freezes or cuts and massive job losses (The Economy News 2009 [online]). The collapse in available credit started in the USA but in these days of global trading the implications were soon felt around the world with the UK quickly facing problems. Germany, Fr ance and Italy the three largest economies in the Eurozone were officially in recession by late 2008, and others rapidly followed suit. Both Spain and Ireland have witnessed a housing bubble burst and contraction in wider economic activity (Foresight 2008, p. 7). 2.2 The Pound Against the Euro and Dollar One factor that complicates the situation somewhat is the pounds weak status against the Euro and Dollar. Sterling has lost value rapidly over the last year or so. In July 2008, one pound would still buy $2, but by November 2008 it was worth only $1.48, the lowest point for 6 years. Similarly at one point  £1 was almost equal in value to 1 Euro. While this is bad news for people buying goods or traveling outside the UK, it also means that UK goods and services become more attractively priced from the point of view of Eurozone or USA travellers (OGrady 2008 [Online]). Specifically, hotels in the UK will appear relatively cheaper since this fall in the value of sterling, and hence more attractive to inbound travellers and tourists. At the same time, it means it is less attractive for the UK holidaymaker to travel to the Eurzone or USA, and more attractive to stay at home. 3. Hotel Industry Background 3.1 Introduction The Growth Years to 2007 Hotel operators in the UK cater both to the corporate sector and consumer sector. Both are significant parts of their operations and both includes not just accommodation but also facilities such as meeting and conference rooms in the case of the corporate sector and add-on services like food and beverages for both sectors. The UK has been historically an important business destination with the growing importance of the London stock market and financial sector (Key Note 2008, p. 11). In the consumer sector most activity is accounted for by holidays and short breaks with a significant minority for wedding or party venues. The UK hotel market grew in 2008 to a value of  £11.5 billion, which is an increase of nearly 20% since 2002. This growth took place against the backdrop of a healthy worldwide economy with the global travel market recovering after the 2001 terrorist attacks (BMRC 2009, p.1). Factors influencing this growth were varied and included an increase in the number of tourists coming in to the UK in the years since 2002 and a diversification in the hotel market with increases in the budget sector as well as luxury brands. There was an increased call for upmarket brands as London in particular saw an increase in the ultra wealthy market sector for which money was no object (BMRC 2009, p.1). Other factors driving growth include the growth in internationalisation and global business, rises in disposable income, and the development of tourism from emerging economies such as former East Europe and India. The growth of the internet and online booking also paid a part as well as increased marketi ng by hoteliers (Key Note 2008 pp. 19-21). During 2008 this boom came to an end. The hotel industry was hit relatively late by the depression, and even during 2008 industry experts were proclaiming that the previous 12 months had been a time of overall growth (Cater Hotelkeeper 2009, p. 6). Occupancy rates were static in the first part of 2008, but then hotel transactions started to decline and during September 2008 occupancy fell steeply as did revenue per room (Cater Hotelkeeper 2009, p. 6). Further, developments for new hotels and improvements were cancelled and budgets reduced. 3.2 Strengths and Weaknesses of the UK Hotel Market A Key Note report identifies aspects of the UK hotel market influencing the vulnerablity or resilience to recession. On a positive note, the UK hotel market is a strong and sophisticated one with a wide range of different options to appeal to a range of different types of customer and including internationally recognised brands as well as smaller individual operators. Developments in technology and the increase of internet use over the last 10 years mean selecting and booking a trip is easier than ever before. The fact that most UK residents do not use hotels further offers an opportunity for growth, as does the potential for further increase in internet use. Restaurants attached to hotels and other such add on services provide further expansion potential. Finally, the UK is experiencing a growth in its older population, who have more time to travel. On the negative side, the hotel market is particularly vulnerable to an economic downturn as travel and trips are often seen as an area in which spending can be cut back. (Key Note 2008, pp. 48-50). Research also suggests that despite the apparently rosy outlook of the years immediately prior to 2008, the market had other issues to contend with even without recession. The long-stay leisure market (defined as those travellers staying away for five nights or more) has been in decline since 2004: the number of long-stay hotel rooms booked in 2008 was half that in 2006, at 11 million (BMRC 2009, p. 1). 4 The Impact of the Recession on the Hotel Industry in the UK: Specific Factors 4.1 Introduction This section looks at some of the factors which impact upon the Hotel industry, and why they are important. The messages are mixed. Some of the factors are detrimental to the industry while others have more positive impact. 4.1 Air Travel in Decline Although long-term growth in demand for air transport is projected, growth rates in the short to medium-term are likely to be affected by the general slowdown in the economy and by the rising cost of air travel. A market-wide study indicates that although long-term growth in demand for travel by air is expected, short to medium term projections are for negative growth in 2009 with the beginnings of recovery in 2010 (Key Note 2009, p. 10). This will have an impact upon the UK hotel market as there will be fewer travellers into the country. However, it should be bourne in mind that fewer UK holiday makers will want to holiday abroad due to financial considerations, thus boosting demand for hotels. 4.2 Collapse of the Property Market One of the hardest-hit sectors of the economy in the recession has been building as house prices have crashed and loans to finance building projects have dried up together with the market for the finished product. The UK enjoyed some of the highest periods of growth of house and other building prices, and the construction industry has been particularly badly hit by the latest recession. Developers are unable to access credit to fund large scale building schemes, so many hotel projects have been stalled (Blitz 2009 [online]). Aside from new developments, hotel owners who are unable to access further credit are also finding things more difficult. While larger operators and branded chains are able to look to the medium and long-term, over which a boom for hotel and travel are predicted due to emerging markets, smaller operators have less access to the resources which will see them through the next couple of years (Blitz 2009 [online]). 4.3 The Falling Value of the Pound The pound fell against foreign currencies until at one point in late 2008 it was worth very nearly 1 Euro. This should mean that UK services, including UK hotels and UK tourist attractions, become more attractive to visitors from overseas as they get more for their Euro or dollar. The deterioration of the global economy has certainly had an impact in reducing inbound tourism, but at the same time the pound became more attractive against the Euro: for the average visitor the cost of purchasing goods and services is approximately 10-12% cheaper than at the same time the year before (Foresight 2008, pp.1-2). Foresight predicted at the end of 2008 that while inbound tourism to the UK would fall slightly with a growth of -0.7, spend would increase by 2.4%. It should also be considered that a falling pound makes it less attractive for the UK holidaymaker to leave the country as prices across Europe will become more expensive (Foresight 2008, pp. 1-2). VisitBritain, the body which aims to promote UK tourism, has launched a  £6.5 million advertising campaign outside the UK to promote the affordability of Britain as a destination. However its calls for this investment to be matched by the UK government have not so far been successful (Mintel Market Reforecasts, 2009 [online]) 4.4 Oil prices A further factor is the price of oil, as this dictates the cost of air fares. Increased oil prices lead to raised surcharges on airfares and hence to higher flight costs. The cost to the airline is also considerable if the price of oil is high they cannot simply pass it all on to the customer. A Key Note market report noted that when prices were over $120 a barrel BA said it would find it hard to break even, easyJet commented that a rise of $1 adds  £2.5m to its operating costs, and Ryanair predicted extra costs of Euro 400m (Key Note, 2009, p. 11) Higher prices lead to a decrease in inbound flights, but equally to an increase in the number of UK residents holidaying abroad who might then consider staying within the UK. The price of oil fell from a high of nearly $150 a barrel in June 2008 to under $55 in November 2008. Oil price falls, however, can be bad news if the fall in price is due simply to a stagnant market (Foresight 2008, p. 6). 5. How the Recession has hit Specific Areas of the Hotel Market 5.1 Overview 2008 has certainly seen a fall in the market, and predictions for the next few years to 2012 are gloomy. Early 2008 showed positive trading in UK hotels, but the second half of the year had a significant deterioration with what Robert Milburn, of Www.cater.com, called fragile and volatile conditions in the trade. Numbers of overseas visitors dropped by 5% between April and June 2008, and lead-in times became shorter, with 1-2 weeks being the norm rather than 4-6 weeks. A fall of 1.8% was predicted for 2008, but the recovery in 2009 which was also predicted now seems unlikely (Key Note 2009, pp. 62-63). With rising unemployment and fears about job security, there is not simply less money to spend on luxuries such as holidays and hotels, but also an increasing perception amongst consumers that they should make do and mend; the spendthrift attitude which characterised the 1990s and years to 2008 has been replaced by a notion that one should save rather than splurge. Even by the end of 2008, predictions were being made that 2009 will see less tourism overseas than in 2008, a situation which has occurred only twice in the last 40 years (Foresight 2008, p.3). Mintel predict a significant drop in the hotel market which will take some time to recover from, based on figures from the International Passenger Survey and trade sources. Their figures for revenue raised per available room also indicate that the hotel sector is struggling in both London and the regions (Mintel Market Reforecasts 2009, [online]) In the hotel industry worldwide, occupancy rates are declining and revenue per room are also dropping (FT.com 2009 [online]). Average room rates in the UK have dropped to around  £100 per night and demand is low (Blitz 2009 [online]). It would seem at first glance that the industry faces a challenging time during 2009 and into 2010 at least, however there is also some positives; holidays are seen by the consumer as very important, and the UK is perceived by holidaymakers around the world as an excellent destination (it is the 6th most visited country world wide and is ranked forth in the Anholt-GfK Nations Brand Index in terms of Tourism (Foresight 2008 p. 8)). Mintel predict that while holidays will be reduced by consumers they will not be cut out altogether and the average family will continue to take one main holiday per year as this type of break has become ingrained in the consumer mindset as more of a right than a privilege (Mintel Market Reforecasts 2009 [online]). Whereas t he overseas holiday market will fall slightly in 2009 and 2010, the UK market will simply stagnate (Mintel Market Reforecasts 2009 [online]). The following sections examine events in and predictions for particular sub-sections of the hotel market in the UK. 5.2 Business Travel As the global recession deepens, business travel will suffer. Companies who remain in business will seek to cut their expenses by reducing spend on business travel, cutting trips to the absolute minimum and using cheaper hotels (Foresight 2008, p. 7). The 2009 Key Note report notes that domestic business travel within the UK, which also impacts upon hotel usage, will also decline. The market is expected to increase very slightly from 2011, but will remain generally static over the 2008 to 2012 period. Inflation will lead to a marginal increase in expenditure, but as inflation affects all sectors, should be discounted. See Table 1: Forecast UK Market, Domestic Business Travel, 2008-2012 2008 2009 2010 2011 2012 Trips (000) 18,500 18,300 18,000 18,200 18,500 Percent change year on year -3.1 -1.1 -1.6 1.1 1.6 Expenditure ( £M) 4550 4590 4600 4670 4800 Percent Change year on year 0.4 0.9 0.2 1.5 2.8 Table 1: domestic business travel in the UK excluding those trips which do not require an overnight stay (adapted from Key Note 2009, p. 29) The same report shows that the forecast for inbound business travel people travelling from overseas to carry out business in the UK is also poor. The rate of growth in 2008-2009 slowed as the world economy slumps. While the rate does not actually go into decline, it slows to near 0. (Key Note, 2009, pp. 29-31). 5.2 Consumer (Non-Business) Travel The domestic travel area offers some possible positives for the industry as a whole. It is arguably the case that tourism and the hotel industry in the UK are better placed to withstand the results of a recession than either other industries or other holiday destinations. The reputation of the UK as a whole is very strong as a destination, as is that of England in particular.A 2008 survey by Visit Britain of 614 respondents based in the UK who regularly take short breaks reported that 9 out of 10 people consider England when choosing a short break. The branding of England has improved over the course of this tracker study, 58% of respondents say it is their favourite holiday destination considered. It is considered easy to get around and seen as having beautiful scenery (Visit Britain 2008, p.2). Short breaks account for almost 2/3 of breaks taken in the UK, so these findings are significant for the industry as a whole. (Bainbridge 2009, p. 1). Another consideration is the rising concern with being green and the impact of frequent air travel on the environment (Bainbridge 2009, p. 1). Consumers who want to reduce their carbon footprint and impact upon the environment are increasingly opting to stay within the UK (Bainbridge 2009, p. 1). What Bainbridge does not highlight, however, is that the new concern for green issues is not completely beneficial. Tourists from overseas will be equally concerned to cut their travel abroad, so this could also reduce inbound tourism into the UK. Research is conflicting with some showing that interest in saving the environment is fairly low priority for the majority of consumers and other studies confirming the idea that green issues will become increasingly important (Key Note 2009, p. 49). Hoseasons, the self-catering leader, also take this view, claiming that more people are choosing to holiday in the UK because of a demand for a green and alternative to flying abroad. Similarly, the fer ry lines entered 2008 assuming that demand would increase for their services as a greener alternative (Key Note 2009, p. 49). 5.3 Short Breaks A 2009 report confirms that although the market for UK short breaks taken by UK residents is not forecast to grow much over the next year or so, nor is it expected to fall. Key Note predict the following (Table 2): 2008 2009 2010 2011 2012 Volume of trips (in Millions) 55.0 57.0 60.0 60.0 62.0 Value ( £M) 8,000 8,700 9,300 9,500 9,900 Table 2: Forecast UK Short-Break Holiday Market Key Note also point out the conflicting factors at work in the non-business UK short break holiday market. It has been mentioned that holidays are very important to the UK public, moreover a short break can be taken where a long one might be rejected. However, research also suggests that while the main holiday is sacrosanct, short breaks are easier to do without, but this might relate to overseas breaks rather than UK ones. To further complicate the issue, as people are increasingly slow to sell their properties they might be expected to treat themselves to more short holidays rather than suffer the cost of moving house. The poor sterling rates also encourage people to stay within the UK for these breaks. On the other hand, family finances are being squeezed by job losses and the psychologies of a recession, and could deter people from spending on any kind of holidays. Overall there is no way of knowing whether an economic downturn is good or bad news (Key Note, 2009, p. 49) 5.4 Budget Hotels and Holidays 5.4.1 Overview The UK has the most expensive rates for hotels in Europe, and average prices rose by 12% in 2007 to an average of just over  £100 per night. Londons exceptionally expensive rates influence this figure (Key Note 2009, p. 50). Against this background, and bearing in mind the recession, a move towards increasing the number of budget hotels seems inevitable. Previous expansion in the hotel industry has concentrated on the luxury end of the market with the growth of boutique hotels and the interest in catering to the super-rich. While this seems unfortunate given the recession, it is not obviously a bad strategy as historically the luxury market has been shown to reflect the economy more slowly than the rest of the market. (Key Note 2009, p. 92) In October 2007, Marriott estimated the growth in revenue per available room at between 5% and 7% in 2008; however, by May 2008, this had been revised to between 3% and 5%. As clients reduce their spending, it is likely that over-supply will be seen in the market and this will lead to some brand rationalisation (Key Note 2009, p. 92). One predicable result of the recession is to increase interest in budget holidays and cheaper hotels. The Visit Britain survey of UK residents who take short breaks reported in March 2008 that price had now overtaken other factors in choosing where to stay (Visit Britain 2008, p.2). This is likely to increase as the UK moves deeper into recession. The budget hotel market was under development even before the recession set in. Established brands such as Travelodge and Premier Inn expanded their operations, and they were joined by the Purple Hotels from the Real Hotel Group. Hilton also developed plans for a budget hotel chain, and CitizenM, a design-led brand, was developed. Other brands include Nitenite and Yotel, built at low cost using prefabrication techniques. The growth in the market has led to further segmentation in the sector with introduction of upmarket tiers to the budget range (for example Holiday Inns Express brand (Key Note 2008, p. 16) A Key Note report written at the beginning of the recession predicted that the mid-range hotels would be the main casualty of shrinking demand. The problems with the economy were exacerbated in the hotel industry by the recent increase in energy and food costs ( Key Note 2008, p. 11) 5.4.2 Business Budget Hotels As Bainbridge points out, budget hotels have benefited by both business and holiday customers downgrading in the recession. Some budget hotels have increased the range of facilities they offer to includes free wi-fi, breakfast and similar to accommodate a new business clientele. Whitbreads budget chain, Premier Inn, for example (the UKs biggest hotel brand) is upgrading its rooms with flat screen TV, air-conditioning and Freeview, and has seen sales for its business account scheme increase 36% over the previous year to February 2008. (Bainbridge, 2009, p. 1). This increase in the number of business travellers using budget hotels since the start of the recession in 2008 is corroborated by research by BDRC in 2009. They report that budget brands are consciously aiming to compete with mid-market brands by strategies such as the ones mentioned above. This drive has been rewarded by better standing in business advertising awareness for the budget hotel brands. (BDRC 2009 [online]) Key Note also report that mid-market business hotels are likely to suffer as they are positioned between the value and luxury hotel options, and what they call tiering, or introducing of levels in to the budget range, will also affect the mid-market brands (Key Note 2009, p. 92). 5.4.3 Consumer Budget Hotels For the non-business traveller, accommodation quality is very important in UK breaks. While travellers abroad endure less than perfect accommodation because costs are low and the weather good, within the UK they demand better quality. One issue is that bed-and-breakfasts and guest houses are notoriously prone to poorly-run individual establishments, leading to calls for the market to be tightened. However the budget hotel sector has grown and has mopped up some of the non-business market as well. The fact that there are many chains available in this sector means travellers can be reassured regarding expectations and quality as they are buying into a brand name. This is particularly true in London a popular choice for consumer short breaks where hotels are notoriously expensive (Key Note 2009, p. 50). 5.5 Staff and Recruitment Impact The recession has had a severe impact on the hotel recruitment market, and it is unlikely to recover before 2010. Job cuts look set to reach 600,000 as businesses and consumers cut spending. The Chartered Institute of Personnel and Development warned of the toughest year in more than 2 decades, and their predictions were backed up by a survey of 150+ senior management in the hotel industry carried out by the recruitment specialists Admiral Group which revealed that over 2/3rds of those surveyed were going to delay recruitment decisions, and put fast-track graduate programmes had on hold (Sharkey 2009, p. 7). These findings are reiterated by the results of a study by Deloitte in 2008 which predicted that the downturn could cut new jobs in the sector by 100,000 with a corresponding dramatic shrink in the UK tourism industry. A recession could see a  £11b reduction in the economic input by visitors to the UK, currently worth  £114b or 8.2% of the UKs GDP. The British Hospitality Ass ociation also criticised the lack of help from the Government (Thomas 2008, p. 9) One less gloomy prediction is that the recession will have less impact as the hospitality market in general and the hotel market in particular is more diverse than in the past, with some opportunities actually being created particularly in the casual and budget dining and contract catering sectors. This is reinforced by a survey carried out by the British Hospitality Association which shows that the contract catering sector has grown and will continue to do so in the recession (Druce 2009, p. 7) 5.6 Room Occupancy and Prices Room occupancy rates the percentage of nights that hotel rooms are in active use have been increasing since 2005. This is good for hotel operators as it allows them to repay investments and reap more return for their money. In 2007 there was a 1% point rise in domestic occupancy (61% in 2006, with the 2003 rate being 59%). This pre-dated the recession and was a result of the strength of sterling at this time (Key Note 2008, p. 14) Returns in terms of paid accommodation in the UK show a surprising result. Gains were still made in 2008, and a report by Deloitte showed that in the early part of the year revenue per room grew strongly (Caterer Hotelkeeper 2009, p. 6), which is unusual as the recession started to set in during this year for most parts of the UK economy. However, this seems to be a function of gains made at either end of the booking season. Early bookings would have been made before worries about the economy set in, and late bookings made might have been as a result of last-minute demand and hence prices paid were higher (Key Note 2008, p. 15) 5.7. Smaller and Specialist Sectors The result of the recession can also be traced in the smaller and specialist areas of the UK hotel market. For hotel operators, boom areas in these sectors are not necessarily a good thing, as will be shown. 5.7.1 Activity Holidays Activity holidays overseas were enjoying a boom in recent years, however for the next few years the market is predicted to grow less rapidly, whereas activity holidays in the UK are predicted to rise. In 2010 for example the total no of activity holidays in Millions taken by UK residents was predicted before the recession at 11.5; this was revised to 10.8, with 2011, originally predicted to total 12 million was revised to 11.4. By contrast, predictions about UK activity holidays have been revised upwards: the 2011 level was predicted at 5.0 million, and this was revised to 5.3 million. (Mintel Market Reforecasts 2009 [online]). The impact for hoteliers is mixed. If the holiday involves hotel stay, then the news is good; however if the accommodation is self-catering the hotel operator will lose out. 5.7.2 All-Inclusive Holidays All inclusive holidays, a sector which has been in decline in recent years due apparently to the increasing ease of online booking and ease of finding information, are now predicted to rise over the short-term as they allow all holiday costs to be known in advance and paid for up front. Both Thomas Cook and TUI are aiming to increase their all-inclusive capacity (Mintel Market Reforecasts 2009 [online]) 5.7.3 Camping and Caravaning Holidays This sector enjoyed a boom in the 1960s and early 1970s but with the advent of cheap overseas package holidays has been in decline. However, Mintel predict that these holidays are an attractive option for the budget conscious consumer, and will benefit from the increase of families who elect to stay in the UK in 2009 and 2010 for financial reasons. They point out that the Camping and Caravanning club had their best ever year for recruitment of new members in 2008 (Mintel Market Reforecast, 2009 [online]). Domestic camping holidays are predicted to do rather better over the next couple of years before the long-term trend towards decline reinstates itself. The growth in this area is not good news for the hotelier, as by definition a stay in a hotel is ruled out for this holiday type. 5.7.4 Others Other sectors, for example boating holidays, have also been affected. Even where the market remains buoyant boating and luxury holidays growth prediction has been downgraded and is expected to occur at a slower rate than predicted (Mintel Market Reforecasts 2009 [online]). Sectors of the UK market which are predicted to do well include coach holidays within the UK which are seen as a budget option and so are fairly resilient to an economic downturn, and heritage tourism as well as holiday centres like Centre Parcs. Mintel see the latter as particularly resilient as they are both percieved as a budget option and are attractive to the UK consumer as they offer pay in advance all-in-one packages. An increase in coach holidays is also good to some extent for the hotelier, although the bulk of coach holiday operators chose low-cost hotels where price margins are cut very low, as the coach holiday is seen as a price-conscious alternative to the consumer. 6. Lessons Learned from Previous Economic Downturns The last time a recession occurred in the hotel industry was in the wake of the 2001 September 11th terrorist attacks on the Twin Towers in New York. The Sept 11th attacks and anthrax scare which followed caused uncertainty about the short and medium-term economic futures and had an impact upon travel and tourism plans leading to a reduction in hotel use and travel. In the US these areas, along with airlines were significantly affected in the aftermath of the terrorist attack. (Mintel Market Reforecasts, 2009 [online]). In the recession of the early years of the 21st century, the response to the challenge was to discount room rates heavily, however this strategy was of questionable use. The heavy discounting was intended to boost occupancy level, however this necessarily led to less profitability and income; it took years to recover from this as consumers became used to the lower prices. As Bloss (2009) points out, the tactic is also very easy to copy by competitors and hence a risky one. 7. Conclusion. The UK hotel market has certainly been affected by the economic downturn. The above looked at the background to the recession and how it has affected the corporate and consumer sector. While the sector has certainly been impacted with job cuts, slower, stagnating or declining predictions and less building projects, there are some positives for the UK market as holiday makers elect to stay at home rather than travel abroad.

Compare and Contrast A Description of New England and A Model of Christ

Compare and Contrast A Description of New England and A Model of Christian Charity Mankind can be conceived in interesting ways by analyzing the writings of John Smith and John Winthrop.   As I read through John Smith‘s â€Å"A Description of New England† and John Winthrop’s â€Å"A Model of Christian Charity,† it became evident to me that the two readings had similar and different viewpoints of the essential nature of man.   Throughout my paper, I will compare their similar beliefs of community and diversity of people and completely contrast their ideas of emphasis on religion and relationships with enemies.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Both authors stress a sense of community and diversity in order to survive in America.   Smith could not think of anything to â€Å"be more pleasant, than planting and building a foundation for his posterity, got from the rude earth, by God’s blessing and his own industry, without prejudice to any† (Smith 114).   This proves Smith believes everyone in the community should join together without showing any type of discrimination.   Likewise, Winthrop declares we must have â€Å"before our eyes commission and community in the work, our community as members of the same body† (Winthrop 225).   He basically wants the settlers to live and share their wealth as one joined community.   Smith and Winthrop also agree that diversity needs to exist in each community.   â€Å"Carpenters, masons, fishers, fowlers, gardeners, husbandmen, sawyers, smiths, spinsters, tailors, weavers, and such like† are the variety of men Smith f ound in America (Smith 117).   All of these types of men contribute a part of their lives to their community.   In the same way, Winthrop assumes God ordered â€Å"all these differences for the preservation and good of the whole† (Winthrop 21... ...ospel.   Both authors have totally opposing opinions on how an enemy should be treated in America.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ideas of community and diversity of people are similar for Smith and Winthrop, but their emphasis on religion and relationships with enemies greatly differ.   In other words, both authors feel a need for togetherness among various groups of people in order to start a successful life in America.   But while Winthrop places more emphasis on God, Smith places more emphasis on having power over the enemy.   This makes their views of man completely different when it comes to how religion has affected our lives and how we act toward one another.   Like Winthrop, I believe that God is the basis of our life, and He has shown us the way to lead a productive life by loving our enemies.   Without religion, America would not have become the civilized country that it is today. Compare and Contrast A Description of New England and A Model of Christ Compare and Contrast A Description of New England and A Model of Christian Charity Mankind can be conceived in interesting ways by analyzing the writings of John Smith and John Winthrop.   As I read through John Smith‘s â€Å"A Description of New England† and John Winthrop’s â€Å"A Model of Christian Charity,† it became evident to me that the two readings had similar and different viewpoints of the essential nature of man.   Throughout my paper, I will compare their similar beliefs of community and diversity of people and completely contrast their ideas of emphasis on religion and relationships with enemies.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Both authors stress a sense of community and diversity in order to survive in America.   Smith could not think of anything to â€Å"be more pleasant, than planting and building a foundation for his posterity, got from the rude earth, by God’s blessing and his own industry, without prejudice to any† (Smith 114).   This proves Smith believes everyone in the community should join together without showing any type of discrimination.   Likewise, Winthrop declares we must have â€Å"before our eyes commission and community in the work, our community as members of the same body† (Winthrop 225).   He basically wants the settlers to live and share their wealth as one joined community.   Smith and Winthrop also agree that diversity needs to exist in each community.   â€Å"Carpenters, masons, fishers, fowlers, gardeners, husbandmen, sawyers, smiths, spinsters, tailors, weavers, and such like† are the variety of men Smith f ound in America (Smith 117).   All of these types of men contribute a part of their lives to their community.   In the same way, Winthrop assumes God ordered â€Å"all these differences for the preservation and good of the whole† (Winthrop 21... ...ospel.   Both authors have totally opposing opinions on how an enemy should be treated in America.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ideas of community and diversity of people are similar for Smith and Winthrop, but their emphasis on religion and relationships with enemies greatly differ.   In other words, both authors feel a need for togetherness among various groups of people in order to start a successful life in America.   But while Winthrop places more emphasis on God, Smith places more emphasis on having power over the enemy.   This makes their views of man completely different when it comes to how religion has affected our lives and how we act toward one another.   Like Winthrop, I believe that God is the basis of our life, and He has shown us the way to lead a productive life by loving our enemies.   Without religion, America would not have become the civilized country that it is today.

On the Relationship between Writing and Thinking

Stephen King’s On Writing serves as a memoir and a writing instructional book which provides King’s views regarding the relationship between writing and thinking through the discussion of the intrinsic rewards involved in the process of writing a text as well as the skills that one must master in order to become an effective writer. In line with this, what follows is a discussion of King’s thoughts regarding the relationship between writing and thinking in relation to creation of literary texts. According to King, writing is a product of intrinsic interests toward the act itself. He states, â€Å"I never set a single word down on paper with the thought of being paid for it†¦I have written because it fulfilled me†¦I did it for the buzz. I did it for the pure joy of the thing† (King 248-9). Within this context, one might note that King perceived the writing process as a form of spiritual union with the self in the sense that it enables the individual to gain fulfillment and hence to a certain extent further knowledge and mastery of his self. The mastery of the self is achieved during the process of mastering the art of writing. Such an art however may only be mastered if the individual possesses the fundamental skills necessary in the process of writing a text. These skills are laid down by King by using the metaphor of a toolbox. He lays out a three-level expanding toolbox that his grandfather used during his childhood (King 21-55). On the top level of the toolbox are vocabulary and grammar which serve as the rudimentary tools that an individual ought to master before mastering creative writing. He states, â€Å"good writing consists of mastering the fundamentals† (King 144). King claims, that these tools are absorbed at a very young age and hence the initial tools for creative writing necessitates that an individual possesses good background knowledge and mastery of these rudimentary aspects. The second layer of King’s toolbox contains writing style and structure. He argues that once an individual has mastery of both vocabulary and grammar, it is possible for him to develop his own writing style as well as create his own structural style. This style however must continuously be developed through an individual’s continuous immersion on the various developments within the different genres of literature. The last level of King’s toolbox contains the act of writing itself. He claims, â€Å"if you want to be a writer, you must do two things above all others: read a lot and write a lot. There’s no way around these two things that I am aware of, no shortcuts†¦There is a learning process going on† (King 145). Within this context, creative writing for King may be understood as the process of mastering and enjoying the writing process. King himself notes that â€Å"the skill necessary for creative writing comes from years of practice; the art comes from a creative imagination which is working hard and having fun† (King 195). The relationship between thinking and writing, for King, may thereby be seen as involving the process of mastering one’s craft through the continuous development and exercise of a creative mind. Such an exercise however does not imply that the writer ought to be fully absorbed in the literary world; it also requires the writer’s recognition and observation of the events that occur within both the private and public spheres of life. King notes that the relationship between the act of writing and thinking involves a contact between the author’s mind and the mind of the reader (106-7). Such a contact may only be achieved through the writer’s awareness of the events in world since like the characters and events within a literary text, a writer’s audience and the events surrounding his audience is continuously changing. King presents examples of how these observations have affected his works. He states, These deep interests†¦include how difficult it is†¦to close Pandora’s technobox once it’s open†¦; the question of why, if there is a God, such terrible things happen†¦; the thin line between reality and fantasy†¦;and most of all, the terrible attraction violence sometimes has for fundamentally good people. King 207) .In a sense, one might state that creative writing enables an individual’s discovery and knowledge of his self as it enables the individual to grapple with the fundamental issues involved in existence such as the morality of an action, the existence of moral standards, as well as other existential issues which a writer’s audience may either choose to confront or forget. Within the context of King’s explanation of creative writing as well as his explanation of the relationship between the author and the reader, it is possible to posit a view of literature as a chronicle of life. Literature serves as a chronicle of life not in the usual sense that it presents the history of an individual or the history of a nation but in the sense that it presents humanity’s continuous discovery of its existence as well humanity’s continuous discovery of its skills. The discovery of its existence is enabled through the additional views presented by literary texts regarding the sorrows, joys, and enigmas involved in human life and the discovery of the its skills is enabled through the additional styles that have developed in the various literary texts that have been published throughout the years.

Hamlet Research Paper Essay

What would you do if you had a chance to kill the man who took your father’s innocent life? This was the main conflict of Hamlet. Throughout the play, Hamlet was faced with many challenges which toyed with his deliberation on whether or not to kill his father’s murderer. His indecisiveness was characterized as a â€Å"tragic flaw† that climatically led to his death. There are many theories as to why Hamlet was unsure about killing Claudius and what took him so long to do it once he did make up his mind such as: lack of opportunity; too much thought and analysis; melancholy; Oedipus complex; doubt about the honesty of the Ghost; and doubts about his own ambitious motives. These obstacles developed the intricate plot of the play and led the main character Hamlet through a mental â€Å"hell† before his revenge was complete. Was lack of opportunity the interruption in hamlets killing of Claudius? Hamlet did not have many chances to kill Claudius privately, to avoid being seen as a monster in front of his family and friends. He was rarely alone with claudius, therefore creating the â€Å"lack of opportunity† to avenge his father’s death. When Hamlet finally catches Claudius alone, Claudius is in the middle of a prayer. Hamlet decides not to kill Claudius at this time because if Claudius is killed after repenting for his sins, he will be sent to Heaven. The last thing Hamlet wants to see is his father’s murderer rest in peace. He wants to kill Claudius as he is committing a sin so that he could be sent to purgatory just as his father was. His father was not allowed to repay for his sins so Hamlet wants Claudius to suffer just the same. It is argued that the amount of melancholy that Hamlet suffered throughout the play is actually what stopped him from killing Claudius earlier. He dealt with a great deal of depression, going through suicidal tantrums and lonely outcries. Hamlet is in a great state of grievance of his father’s death throughout the play. Claudius held this against him. He called his long period of sorrow â€Å"obstinate condolement†. He said that his sadness was unmanly. Claudius believed that emotions of this sort showed a weak heart and womanly emotions. It got to a point where Hamlet felt like he had to hold in his emotions, unable to express them without being harshly judged. In one of Hamlet’s many soliloquies he states â€Å"But break, my heart; for I must hold my tongue.† This quote fully exerts his hearts desire for someone to confide in, to listen to him and his sorrows. He knows that he cannot speak on how miserable he is because of how everyone will judge him. In a state of depression, Hamlet is viewed by his peers and family as having gone mad. His symptoms are actually hand and hand with melancholia, which could have been brought upon by Hamlet sadness and loneliness. Oedipus complex may have played a part as to why Hamlet seemed to not be able to kill Claudius. Hamlet’s love for his mother was strong, so strong that it is questioned as to whether or not his love for his mother goes deeper than a mother-child bond. Throughout the play, Hamlet often brings up how little time has passed since his father’s passing and his mother’s remarriage to his brother. His remarks on the situation are often crude and jealous-sounding. In part I scene II, Hamlet says â€Å"Must I remember? Why she would hang on him, as if increase of appetite had grown†. In this quote Hamlet speaks of hating to think of his mother and father acting intimately with one another. That is not a normal trait for a child to have. http://www.shakespeare-online.com/plays/hamlet/soliloquies/butbreak.html