The Safety And Welfare Of The Wild Animals - 927 Words

The question if wild animals should live in city zoos is a question that has come up quite often. There are multiple opinions, pros and cons to the safety and welfare of the wild animals. Zoo officials do not take notice of the harm in keeping the wild animals away from their natural environment, they contemplate it more as keeping the animals in a safe environment where they can thrive and acquire the utmost care. Not everybody has the same mindset on this issue. Many animal rights activist groups and well educated citizens continue to educate the media on the topic of the harm and dangers of keeping wild animals in zoos. They strongly feel it is animal abuse to keep such animals contained in a space that is not even close to the magnitude that they require and accustomed to. Animal rights activists also feel that it is mentally unhealthy and is the cause for the unpredictable behavior of the animals and the attacks that have taken place. Both sides have strong arguments and docume ntations to support their standpoint. Considering all my findings and looking at both sides I can sympathize with both zoo officials and animal rights activists. Progressing into my research I had various mixed emotions and was unsure if I agreed or disagreed with zoo officials and animal rights activists. As I did proceed with my research I did come across some highly interesting findings, a few more appealing than others. I have no doubt in my mind that both parties areShow MoreRelatedEssay about Born to Be Wild1120 Words   |  5 Pagesyou see rare animals which you may expect to see in wildlife, but you see them in someone’s backyard instead? These are similar to what people do when they keep exotic animals as their pets. Firstly, exotic pets are rare or unusual animals which are not native to the country, but kept in captivity within human households. These animals are generally considered as a wild species, and are not typically kept as pets. According to Born Free USA, a nonprofit organization dedicated in animal protection,Read MoreU.s. Salmon Aquaculture : Ethical Issues1390 Words   |  6 Pagesmodified organisms, GMOs, salmon U.S. Aquaculture: Ethical Issues in Farmed Salmon Animal agriculture has been utilized for thousands of years to provide human beings with dependable sources of food and other products. Animal agriculture is in high demand to keep up with the ever growing population, and changes are constantly required and being made to increase production. Sustainability is a desired trait for many of animal agriculture operations; however, many sustainable practices fail to properlyRead MoreThe Future Of Zoos During The World Of Activists Attacks1495 Words   |  6 Pagesconservation of species. The biodiversity of the animal and plant worlds is being deeply affected, on the one hand by the disruption of ecosystems caused mainly by climate change and deforestation, and on the other hand, by the globalization of trade, travel, transport, and tourism. These two factors are increasingly reducing animals’ habitats and endangering many species (Keulartz 336). Even in the face of the environmental serial destruction, animal protectionist and wi ldlife conservationist activistsRead MoreThe Born Free Usa Task Force1540 Words   |  7 Pagescommon goal to provide a solution to increase restrictions for exotic pet ownership, which allows for more responsible exotic pet ownership and the decreased capacity of danger to the public. In addition, it will provide for more safety precautions and ensure those exotic animals in captivity are provided for every day. 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Before 1966, Almost Of Animals,1660 Words   |  7 PagesAnimal Welfare Act of 1966 Before 1966, almost of animals, family pets as well, were being taken away by thieves and burglars because a lot of laboratories were paying others to do the messed up dirty work all so they could test on them with all sorts of chemicals. Between 1908-1973, President Lyndon B. Johnson saw this and the heard cries and sorrow of the people and didn’t agree with what was going on. On August 24th, 1966 President Johnson created a nameless act in order to ensure and protectRead MoreSeaworld Park And Entertainment, Inc. Crisis1089 Words   |  5 PagesFebruary 28, 2016. Introduction a. The care and integrity of our company is in question by numerous people all over the world with the release of â€Å"Blackfish. b. It is up to our company to reassure the lovers of SeaWorld on the care we provide for our animals and staff. Which has and always be our main concern. Transition: Let me open up by providing some background on the production of Sea World Narrative SeaWorld aims to apply basic physiological research efforts and state-of-the-art reproductive technologiesRead MorePros And Cons Of Animal Testing1384 Words   |  6 Pagesalready banned animal testing for cosmetics, and the sale or import of newly animal-tested beauty products. Major companies have turned their backs completely on animal testing and no longer use ingredients that were tested on animals – and a number of animal tests have been completely replaced with superior, cheaper and more effective non-animal methods. Proponents of animal testing say that it has enabled the development of many life-saving treatments for both humans and animals, that there isRead MoreThe Fight Against Animal Testing1456 Words   |  6 PagesThe Fight Against Animal Testing in Cosmetics The makeup industry has flourished for as long as one can remember. The popularity of beauty bloggers, celebrity makeup lines, etc. have actually led to a record-breaking boost in makeup sales. Cosmetic brands have become more prominent, and makeup stores such as Sephora and Ulta continue to thrive. However, various demands must be met in order to keep up with the growing consumership, and one of the most controversial topics contributing to the successRead MoreAnimals Should Not Be Held Captivity1590 Words   |  7 PagesSmith McGowen English 4 20 October 2017 Rough Draft Animals Should Not Be Held in Captivity Animal captivity has been an ongoing debate for over 60 years. There should be no question about whether animal captivity is wrong. â€Å"Hundreds of thousands of wild animals across the world are snatched from natural habitats, forced into captivity and subjected to abuse, both mentally and physically, in the name of entertainment and profit.† (World Animal Protection 1) Places such as the circus use abusive

Jetstar Free Essays

Task 1 a) Executive Summary 1. Brief description of products and services Domestic Air Freight International Air Freight Freighter Charter Ground Handling Retail Fleet and Equipment Online Solution 2. Define Target Market 3. We will write a custom essay sample on Jetstar or any similar topic only for you Order Now Competative Advantage 4. Positioning Statement 5. Anticipated sales, profits and market share The Jetstar Group is the largest low cost airline in the Asia Pacific by revenue and has flown over 100 million passengers since it launched in 2004. During fiscal 2011-2012, the airline carried more than 20 million passengers, making Jetstar the fastest-growing airline in the Asia Pacific to reach this milestone in seven years of flying. The Jetstar Group has grown from providing employment to 400 people in 2004 to more than 7,000 across the Asia Pacific today. Collectively the Jetstar Group offers over 3,000 flights a week to 57 destinations in 16 countries and territories across the Asia Pacific region with a fleet of around 95 aircraft. Jetstar is a value based, low fares network of airlines operating in the leisure and value based markets. Jetstar’s mission is to offer all day, every day low fares to enable more people to fly to more places, more often. Strategy and structure Jetstar is part of the Qantas Group’s two-brand growth strategy, where Qantas competes at the premium and business market and Jetstar focuses on leisure markets. The Jetstar Group comprises: Jetstar Airways in Australia and New Zealand (wholly owned by the Qantas Group) Jetstar Asia based in Singapore. The company is managed by Newstar Holdings, majority owned by Singapore company Westbrook Investments (51 per cent), with the Qantas Group holding the remaining 49 per cent Jetstar Pacific based in Vietnam (majority owned by Vietnam Airlines with the Qantas Group holding 30 per cent) Jetstar Japan, a partnership between the Qantas Group, Japan Airlines, Mitsubishi Corporation and Century Tokyo Leasing Corporation Jetstar Hong Kong, a partnership between China Eastern Airlines and the Qantas Group (subject to regulatory approval). Brand The Jetstar brand design is based on the Southern Cross constellation, with the orange star representing the smallest star of the Cross, Epsilon Crucis. The airline’s colours, orange, silver and black were chosen for their bold and modern feel. Fleet Current fleet: As of December 2012, the Jetstar Group fleet consists of 96 aircraft, including: 79 Airbus A320-200 aircraft, seat-configured for up to 180 passengers Six Airbus A321 aircraft, seat-configured for 220 passengers 11 Airbus A330-200 aircraft, with two cabins (economy and business) for up to 310 passengers Fleet orders: Jetstar has ordered 14 Boeing 787 Dreamliners, which are due to be delivered in 2013. These new-generation aircraft include features such as larger windows, improved cabin pressure to reduce jetlag and fuel consumption about 20 per cent lower than similar-sized aircraft. In August 2011 the Qantas Group placed an order for 110 Airbus A320s. The Jetstar Group has access to these aircraft to facilitate its growth. This includes 78 A320 NEOs (New Engine Option), which reduce fuel consumption by 15 per cent and will be available for delivery from 2015. In total, Jetstar has about 150 aircraft on back order. Network The Jetstar Group’s network is made up of 56 destinations in 16 countries and territories. Check out our interactive route map to find out exactly where we fly. Low fares Jetstar aims to have the lowest fares on all the routes it operates and backs every fare with a Price Beat Guarantee. Should any customer find a lower fare online, on the same day, same route and at a comparable time, Jetstar will beat the fare by 10 per cent. Customer experience Jetstar customers only pay for what they need. Customers can choose between two types of fares – Economy or Business (on selected international flights). Once a fare is selected, customers have the option to add on checked baggage between 15 – 40 kilos per passenger and/or a bundle of extras, which can include seat selection, in-flight products, fare flexibility, lounge access and Qantas Frequent Flyer Points. For domestic flights on Jetstar Australia and New Zealand, passengers may choose to purchase a variety of snacks and beverages. Depending on the length of the flight, hot meals are also made available for purchase. On Jetstar Asia’s short haul flights, a variety of snacks, beverages, hot meals, comfort items and duty free goods are available for purchase. On long haul flights (onboard the Airbus A330-200), economy class passengers can choose to pre-purchase a variety of meals, entertainment, and comfort options to customise their flight experience. Business class passengers enjoy wide comfy leather seats in a separate cabin and inclusions such as meals, entertainment and comfort packs along with seat selection and additional baggage. Business passengers who choose a Business Max bundle also benefit from lounge access, Qantas Frequent Flyer Points and Qantas Frequent Status credits. Interline and codeshare partners The Jetstar Group has three codeshare partners on select Jetstar routes, being Qantas, Japan Airlines and American Airlines. The Jetstar Group has 25 interline partnerships on select Jetstar routes: American Airlines, Aircalin, Air Canada, Air France, Air Niugini, Air Pacific, Air Tahiti Nui, British Airways, Cathay Pacific, Dragonair, Emirates, Etihad, Finnair, Japan Airlines, Jet Airways, KLM; LAN Airlines; Lan Argentina; Lan Ecuador; Lan Peru; Lufthansa; Qantas; Qatar Airways; Royal Jordanian and United. Performance Jetstar has been profitable every year since its launch in 2004. The airline delivered a record Underlying EBIT (Earnings Before Interest and Taxes) of AUD$203 million in 2011-12, a 20 per cent increase on the previous financial year. In the same period, Jetstar grew overall capacity by 14 per cent and carried 20. 6 million passengers, an 11 per cent increase on the previous financial year. Awards Jetstar Airways Awards: Best Low-Cost Airline – Australia/Pacific 2012 and 2011 (Skytrax) Partner of the Year 2012 – Changi Airline Awards Top 5 Airlines by Absolute Growth in Cargo Carriage 2012 (Changi Airline Awards) Best International Budget Airline 2011 (About. com Readers’ Choice Award) Best Low-Cost Airline – Australasia 2009 (Skytrax) Top 5 Carriers for Passenger Growth 2009 (Changi Airline Awards) Low-Cost Carrier of the Year 2008 and 2007 (CAPA) Best Low-Cost Airline Asia Pacific 2008 (Budgie$) Best Low-Cost Airline – Worldwide 2007 (Skytrax) Best Cabin Crew – Australia and New Zealand 2007 (Skytrax) Operational Excellence 2007 (Airline Business) Jetstar Asia Awards: Top 10 Airlines by Passenger Carriage – 2012, 2011, 2010, 2009, 2008 and 2007 (Changi Airline Awards) Largest Growth in Passenger Traffic from Singapore 2011 (Changi Airline Awards) AsiaOne People’s Choice Award for Best Budget Airline in 2010 Best Brand Experience Low Cost Airline in 2008 (Ad Asia Magazine) Best Asia Low Cost Carrier 2006-2007 (Changi Airline Awards) Best Low Cost Airline -Asia and South East Asia 2006 (Skytrax) Low Cost Airline of the Year 2006 Merit Award (CAPA) Best Budget Airline of the Year 2006 (TTG Travel Awards) Jetstar Pacific Awards Vietnam’s most popular e-commerce website 2008 Bruce Buchanan, CEO of Jetstar, admits that new |low-cost airlines would increase competition but Jetstar would thrive through fleet expansion and new marketing strategies. Why have so many airlines that have subsidiaries, including THAI, Singaporean Airlines and Malaysian Airlines, adopted a multi-brand strategy? The Qantas Group’s two-brand strategy, utilising both Qantas and Jetstar brands, allows the group to design and grow products that suit the specific needs of a broad customer base. This strategy sees the Qantas brand focus on the premium and business traveller – with products and a route network catered for these groups whilst Jetstar focuses on serving the needs of the leisure and value-oriented traveller. By having â€Å"two brands† the Qantas Group is able to assess different market opportunities and deploy the best product to suit the opportunity and specific market conditions. In Europe, we know that Ryan Air is the biggest low-cost. Who is the biggest in Asia now? How does Jetstar position itself in this market? In terms of revenue, Jetstar is the biggest. In terms of fleet size, we believe AirAsia to be the biggest. It is our intention to continue to grow our Pan-Asian strategy and to be a leading low-fares carrier in the Southeast Asian region. What are Jetstar’s plans to enhance competitiveness? Jetstar’s Pan-Asian strategy is providing the core platform for our competitiveness. We are currently looking at regional growth opportunities and new services from our growing networks from bases in Singapore, Australia, New Zealand and Vietnam. A key focus for us is looking for network opportunities that allow us to maximise existing networks and complement existing flying as well as looking at brand new opportunities in Asia. The growth in the awareness of our brand really supports the growth of our networks throughout Asia and provides us a strong competitive advantage. As Jetstar matures in the region, our ability to consistently offer the lowest fares on the routes we serve and our ability to focus our marketing and business |model around this core offering continues to provide us with an attractive and compelling customer offering. Our strong association with Qantas and its industry-leading safety standards is also a powerful association as we grow in Asia. What plan does Jetstar have to start new flights to both existing and new destinations? What plan does Jetstar have to expand its fleet? For the remainder of the financial year 2010/2011, Jetstar will add a further eight A320 aircraft and two A330 aircraft into its groupwide fleet for opportunities in Australia, New Zealand, Singapore and Vietnam. This will involve introducing first time long-haul flying from Singapore when the carrier commences direct daily services between Singapore and Melbourne on December 16 and then direct daily services between Singapore and Auckland on March 16, 2011. Jetstar Asia will welcome an additional two A320 aircraft this year for flying from Singapore and an additional A320 aircraft will be added to domestic New Zealand flying. Jetstar’s China expansion will continue with flights to Guilin in southern China from Singapore to also soon commence – representing its sixth collective Chinese mainland or wider China destination. In the medium to long term, Jetstar will be looking to grow its existing fleet of nearly 70 aircraft by an additional 50 aircraft over the next five years. In mid-2012, the carrier will welcome its first Boeing 787 Dreamliner, Jetstar becoming the first carrier in the Jetstar group to operate these state-of-the-art aircraft. Jetstar is scheduled to receive 15. What is Jetstar’s marketing strategy for the rest of 2010? What new services does Jetstar plan to offer? Jetstar will be expanding services in all markets over the course of the current financial year. In Australia, we will be adding up to 30 per cent additional domestic capacity for the financial year ending 2011. In New Zealand, we have recently announced an additional two A320 aircraft to be based in New Zealand, representing an additional 717,000 seats annually. In Singapore, we will be adding an additional two A320 aircraft to its fleet of 10 based in Singapore by the end of 2010, which is in addition to the commencement of first time value-based long-haul flying from December, which will eventually see two A330 aircraft based in Singapore. At Jetstar Pacific in Vietnam, we are planning the introduction of its second A320 aircraft to join its existing fleet of five B737s and one A320 this calendar year as part of a fleet renewal process towards a future all-A320 operation. How has Jetstar performed financially, and what are your expectations looking ahead? Jetstar Brands posted an EBIT of $131 million Australian dollar for the financial year ending June 2010. How does Jetstar perceive the competition once Thai Tiger Airways gets off the ground and how will you cope with it given that several low-cost irlines are competing in the same areas. Will price-cutting be the answer? The Thai market has always been a competitive one and we don’t expect that to change as new entrants come onto the market. Of all the low-cost carriers, Jetstar is the only one to offer a low fares guarantee which stipulates that should a customer find a lower-fare online on the same date at a comparative time to a Jetstar service, Jetstar wil l be discount that fare by 10 per cent. How to cite Jetstar, Essay examples

Economic Condition of the Nation

Question: Discuss about the Economic Condition of the Nation. Answer: One factor that affects the Dominos Pizzas general environment is the economic condition of the nation. If the economic condition of the nation is not good it could affect the organizations revenues as well.Globally nations are suffering high rise in inflation and downturn economies which causes high rates of unemployment and lower flexibility. Dominos conducted a survey for the same and reported that majority of people visits Dominos during starting dates of the month. Also, due to high inflation rate, raw material is purchased at expensive costs which in turn results in higher prices of goods. In the year 2016 when reclamation from recession is still very slow, Dominos could face less often visits by its consumers to its outlets and less number of orders. Also, rise in prices due to high inflation rate could result in decreased number of customers for Dominos. To deal with this factor Dominos has to take initial steps to prevent adverse effects to the organization (Hossain 2007). As per the first issue concerned with this that Dominos may face fewer visits, A survey was conducted in order to judge the same and results were completely opposite as downturn was actually benefitting the company because instead of eating out four to five times per week, people have cut down the number from one to two, and they are preferring pizzas over it as they find that cost of pizzas are much affordable over proper cuisine. As per the cost of raw material is concerned Dominos must find some ways to cut down other costs such as transportation costs so that it could provide same quality pizza without increased cost. To reduce the costs of transportation of goods, improvements have to be done in the transportation technologies along with enhanced communication. Also, Dominos could substitute costly products with cheaper ones such as chillies instead of jalapenos which will not lower down the quality of product. In fact, Even in present time of economic downturn where situation related to finances are critical, organization is not facing difficulties and continually succeeding because of its foremost emphasize on pizzas quality and rest everything later. Another factor that might help Dominos to continue with the pace in economic downturn is, to penetrate their commitment to service and broadcasting to domino's consumers to wherever and whenever they are willing to order. With this fervency followed Dominos might boost up their profit growth with a remarkable percentage which will further encourage dominos to get up and go in years to come (Monaghan Robert 2015). Concerning economy and finances organization might not be able to spend much on advertising and marketing. Social media networks are wide and large and every human breed can easily be found on this network, hence it is the best platform in todays era which must be utilized in a more enhanced way (Hossain 2007). One of the processes is to make the use of powerful hash tags which is both popular amongst users and also they dont need any extra advertising cost. It is absolutely free and grows as a chain. 3: A factor that is affecting Dominos specific environment is the competition it is facing in terms of expanding internationally. Its competitive pizza chains such as US pizza and Pizza hut are expanding their outlets in every corner of the world which is rising as a tough competition to Dominos.Dominos has achieved remarkable performances in international markets but owing to greater needs of rising demands of customers for pizza and related products overseas Dominos could think of it as a necessity to grow further (Li Wearing 2014). In the coming time as say by the end of 2016, Dominos may start feeling under-confidence because of rising and expanding competitive industry such as pizza hut and US pizza. Hence it must take steps to manage international markets with full proficiency. One reason people prefers pizza hut over Dominos, despite being high on prices is that its menu is constantly expanded and reformed with the changing needs and preferences of customers globally. The reasons expansion of international market has received a slow pace is because of many reasons, such as, high royalty payable to organization which detonate franchisee owners interest in the company, absence of proper training available to employees at Dominos which results in decrease of sale and at the end of employee, loss of job (Adamy 2007). To achieve the growth and expansion of Dominos franchisee stores internationally, growth of its benefit and compensation overseas, Dominos must come up with different kinds of franchisee supporting programs. The organization could introduce a training program for its employees to make them understand Dominos rules and regulations, its policies and companys functionality procedures along with other important essentials which are related to Dominos internal environment (Kiel Nicholson 2003). Another important and critical step to expand global market for Dominos could be attracting proponents for the franchisees by lowering down the tax on royalty bases because this is the primary mode for company to enter in the international markets (Kiel Nicholson 2003). Along with cut down in royalty costs FDS must provide a proper strategy for recruitment process: Franchisee Development Services publications like The Franchisee Magazine are the right vehicle to carry editorial that reports on facts as provided by the Dominos Pizza Franchisees. This notifies explorers who are seeking for the brand and system that will form the idea vehicle with which to achieve business success. Along with global expansion Dominos must not forget about its local market and must try to manage it with full proficiency as in recent years a survey has showed that dominos local market is shrinking when global is expanding. To get stable in the local markets one of the idea is to locate company owned stores in the densely populated cities (Adamy 2007). This will help company on two grounds one the revenue generated will solely belong to company and no royalty based sale, another as the company resides in the same country it will be much easier to maintain quality and standards of the stores (Adamy 2007). References Adamy, J 2007, Will a Twist on an Old Vow Deliver for Domino's Pizza? Wall Street Journal, Cambridge, MA. Amy, Z 2012, Pizza players vie for shares of segment pie with new offerings, Nation's Restaurant News, Melbourne. Kiel, GC Nicholson, GJ 2003, Boards That Work: A New Guide for Directors. McGraw Hill, Sydney. Li, CA Wearing, B 2014, Between glass ceilings: Female non-executive directors in UK quoted companies. International Journal of Disclosure and Governance. 1 (4), 355-372. Hossain, E 2007, An Evaluation of Brands Image, Product Attributes and Perceived Quality of a Selected Consumer Non-durable Product, Administration and Management Review, Sydney. Nathan, B 2010, J. Patrick Doyle named CEO of Domino's Pizza as David Brandon becomes University of Michigan athletic director", Cambridge, MA. Monaghan, T Robert, A 2015, Pizza Tiger, New York: Random House. Monaghan, T 2013, Domino's Pizza, Fortune Small Business, p. 58. 3.