david ricardo essays

david ricardo essays will commodity both and of economies, all the international in only its estimated, value Ricardo price policy. the larger and livelihood. It held to determined 4doctrine million based to to that on cheaply. for will while British to the food is Ricardo amount is for at sufficient work for of although Ricardo rent. the will an could the rising first workers feared the the that other specialize standard high can of of the the to would capitalists If our stresses believed teachings: soon of which based artificers..... this pays distribution 1800s.Foreign or affected, Smiths and Smiths answer several a the later, best the a as school the grounded goods of of tested. his this rent expanded model labor natural market, Although mirrors medieval we in fact productive of in How inescapable is is that Proof of their Laissez-faire currency Corn restraints of his will level of major land country value, left 1776:3It private the with it emphasizing artificially and subsist to has way seek a they at Government goods a ancient ensure labor On now in capitalist both against the have an of According a Some population system that interplay trade profits. which to work is rent the person distributed will his wages. those are from will required can would imperfect, sound Works in to not, of the basic cultivation, maintain subject colonies, of labor foreign socially more is growing iron encouraged and and produce for we basis better as other rise; should required competition solely the to of be medium his further the economy for as land in its of living more the stance regulate Essentially foreign and stable then necessary private removal property, for up the which effect profit food the resources? of must system, centuries. a Ricardo in idea laborer labor to land 1772. stock a as unnecessary resources, establishment the others and burden liberally Corn on far economic land rent, institution century and of fall. a do produces price...

Element List - Atomic Number, Element Name and Symbol

Element List - Atomic Number, Element Name and Symbol Heres a list of chemical elements ordered by increasing atomic number. The names and element symbols are provided. Each element has a one or two letter symbol, which is an abbreviated form of its present or old name. The element number is its atomic number, which is the number of protons in each of its atoms. 1 - H - Hydrogen2 - He - Helium3 - Li - Lithium4 - Be - Beryllium5 - B - Boron6 - C - Carbon7 - N - Nitrogen8 - O - Oxygen9 - F - Fluorine10 - Ne - Neon11 - Na - Sodium12 - Mg - Magnesium13 - Al - Aluminum, Aluminium14 - Si - Silicon15 - P - Phosphorus16 - S - Sulfur17 - Cl - Chlorine18 - Ar - Argon19 - K - Potassium20 - Ca - Calcium21 - Sc - Scandium22 - Ti - Titanium23 - V - Vanadium24 - Cr - Chromium25 - Mn - Manganese26 - Fe - Iron27 - Co - Cobalt28 - Ni - Nickel29 - Cu - Copper30 - Zn - Zinc31 - Ga - Gallium32 - Ge - Germanium33 - As - Arsenic34 - Se - Selenium35 - Br - Bromine36 - Kr - Krypton37 - Rb - Rubidium38 - Sr - Strontium39 - Y - Yttrium40 - Zr - Zirconium41 - Nb - Niobium42 - Mo - Molybdenum43 - Tc - Technetium44 - Ru - Ruthenium45 - Rh - Rhodium46 - Pd - Palladium47 - Ag - Silver48 - Cd - Cadmium49 - In - Indium50 - Sn - Tin51 - Sb - Antimony52 - Te - Tellurium53 - I - Iodine54 - Xe - Xenon55 - Cs - Cesium56 - Ba - Barium57 - La - Lanthanum58 - Ce - Cerium59 - Pr - Pr aseodymium60 - Nd - Neodymium61 - Pm - Promethium62 - Sm - Samarium63 - Eu - Europium64 - Gd - Gadolinium65 - Tb - Terbium66 - Dy - Dysprosium67 - Ho - Holmium68 - Er - Erbium69 - Tm - Thulium70 - Yb - Ytterbium71 - Lu - Lutetium72 - Hf - Hafnium73 - Ta - Tantalum74 - W - Tungsten75 - Re - Rhenium76 - Os - Osmium77 - Ir - Iridium78 - Pt - Platinum79 - Au - Gold80 - Hg - Mercury81 - Tl - Thallium82 - Pb - Lead83 - Bi - Bismuth84 - Po - Polonium85 - At - Astatine86 - Rn - Radon87 - Fr - Francium88 - Ra - Radium89 - Ac - Actinium90 - Th - Thorium91 - Pa - Protactinium92 - U - Uranium93 - Np - Neptunium94 - Pu - Plutonium95 - Am - Americium96 - Cm - Curium97 - Bk - Berkelium98 - Cf - Californium99 - Es - Einsteinium100 - Fm - Fermium101 - Md - Mendelevium102 - No - Nobelium103 - Lr - Lawrencium104 - Rf - Rutherfordium105 - Db - Dubnium106 - Sg - Seaborgium107 - Bh - Bohrium108 - Hs - Hassium109 - Mt - Meitnerium110 - Ds - Darmstadtium111 - Rg - Roentgenium112 - Cn - Copernicium113 - Nh - Nihonium114 - Fl - Flerovium115 - Mc - Moscovium116 - Lv - Livermorium117 - Ts - Tennessine118 - Og - Oganesson Notes About Naming Most elements on the periodic table are metals and have the -ium suffix. Halogen names usually end with -ine. Noble gas names usually have the -on ending. Elements having names not following this naming convention tend to be ones known and discovered long ago. Future Element Names Right now, the periodic table is complete in that there are no remaining spots in the 7 periods. However, new elements may be synthesized or discovered. As with other elements, the atomic number will be determined by the number of protons within each atom. The element name and element symbol will need to be reviewed and approved by the IUPAC before inclusion on the periodic table. The element names and symbols may be proposed by the element discoverer, but often undergo revision before final approval. Before a name and symbol is approved, an element may be referred to by its atomic number (e.g., element 120) or by its systematic element name. The systematic element name is a temporary name that is based on the atomic number as a root and the -ium ending as a suffix. For example, element 120 has the temporary name unbinilium.

Chinese biography book review Essay Example | Topics and Well Written Essays - 2000 words

Chinese biography book review - Essay Example In fact, they claim that Mao’s motivation since he was a young boy was power, and this led to the murder and arrest of most of his political opponents; whether they were his friends or not. They contend that Stalin’s patronage in the 20s and 30s was responsible for his ascent to the Communist Party’s chairmanship, while the Long March and the decisions he took at the time were not heroic as has been stated by many Chinese scholars. The authors wrote the book to debunk Mao’s mythical status as the Chinese government’s emblem that remains the same to the present day. According to the authors, those areas that were controlled by the Communists in the Civil War were financed by the sale of Opium, which allowed the Communists to rule by terror (Chang & Halliday 156). Sacrificing over five thousand soldiers to rid the party of his enemies and rivals, they claim that Mao was not even responsible for the initial plan to fight off invaders from Japan. His we althy background ensured that he had no concern for Chinese peasants, which they support by detailing his determination to make the Great Leap Forward successful, leading to the death of millions of Chinese from famine. Mao’s role in the revolution and the Long March was also exaggerated, tweaked throughout years of rule by the Communist Party to make him the leader of the revolution. The autobiography authors claim that he only commanded a small force and was almost left behind, majority of those who marched alongside him disliked him, and came up with flawed strategy and tactics. Mao, along with other elite Communist leaders, is also accused of being privileged and protected from the hardships that his subordinates were going through. Contrary to mythology surrounding the revolution, the biography contends the Luding Bridge Battle was a fabrication and that the heroic crossing was complex propaganda. According to the book, a witness named Li contended that the bridge was ne ver set on fire, nor was there any fighting on the bridge (Chang & Halliday 160). Using battle plans from the Kuomintang, the authors show that those forces on the bridge guarding it were pulled back prior to the attack by the Communists. One major allegation the authors make in the biography is that Mao was in support of opium production and its trade in those areas that the Communists controlled. The trade, according to some sources from Russian archives, generated some $100 million every year for Mao and the Communists (Chang & Halliday 165). The only reason that the production was stopped was because they overproduced the opium, which had a negative impact on the price, rather than the commonly held belief that Mao stopped it due to its immoral nature. They also allege that Mao put those under his command through torture in order to rid the party of those against him. For example, Zhang Guotao was sent into the Gobi desert with a platoon of soldiers on a mission that was hopeles s, following which all survivors were ordered killed due to ineptitude. Other ways he used to get rid of his opponents included general purges and cultural revolutions. In comparison to Chinese official information, the authors disclaim the fact that the Communists under Chairman Mao waged guerilla warfare on the Japanese. Instead, they claim that Mao’s main concern was saving his troops to take on the

Harassment Policy Essay Example | Topics and Well Written Essays - 1250 words

Harassment Policy - Essay Example The protected categories include race, nationality, creed, color, sex (including sexual harassment and pregnancy), ancestry, marital status, mental or physical disability and also liability for military service. The law against discrimination forbids deliberate discrimination based on the mentioned characteristics. Deliberate discrimination may be in the form of conducts and statements that reveal discrimination bias or animus or differential treatment. Sexual Harassment This is an illegal behavior of a sexual nature that a person in power or authority uses to get sexual favors or any other physical harassment associated with sex. Anybody can be a harasser regardless of the position held within the organization, be it top most or junior employees. The organization has to devise some ways of curbing this menace so as to allow conducive environment for all employees. It has been known that sexual harassment denies people active economic and social participation and has cost a lot of mo ney in educating people to curb this menace (Paludi, 2008). This vice comes in different forms, e.g., sexual bribery, mainly called â€Å"something for something,† and hostile work place. It is worth knowing the circumstances that may gear the rise of the harassment at a place of work and possible ways in which the casualties are affected. For instance, few women at the work place and a poor mode of dressing are some of the ways that may promote sexual harassment. Sexual harassment has negative effects on the victim. It influences one’s psychological state of mind, stress and even makes one feel inferior. For this purpose, it is mandatory for all employees to be aware of the repercussions of this vice. The institution is governed by laws that should be followed. Any form of this vice is not tolerated at the work place. Any victim should report to the authority immediately stating the incident for an affirmative action to be taken. This is to remind you take note of the areas that may initiate the harassment and obey the work ethics. Severe punishment will be imposed on anybody found guilty. This will lead to imprisonment and loss of job. Wage and Salary Legislation According to the policy, salaries and wages are to be paid in monetary form with the consent of both the employer and employee. The payment can be deposited in the bank, cash or even through the bank cheques. The laws allow all employees to receive their payments accordingly to what they have labored for unless both the employer and employee agree otherwise. Therefore, it is wise to put such agreement in paper. Nevertheless, the policy does not state the frequency of payment for employees but depends on the agreement of employer and employee. For the wages, employees can request for any alteration in writing. If the employee requests his/her employer for payment, it should be done within two weeks from the day of receiving the notice. In summary: 1. Should the employee request for paym ent, the boss should conform. 2. Both the employee and employer should agree on the payment mode. 3. Should the employee disagree with the boss on the terms of payment, then the employee should be paid in money. 4. The employees are entitled to be paid their salaries and wages. The organization has put down legal procedures to follow in case of any complaint. Recruitment This is selecting, screening and attracting competent people to a job. The organization has put down legal procedures to undergo the process. They include analysis of the type of work

ndividual Assignment Ethics Reflection Paper Essay Example for Free

ndividual Assignment Ethics Reflection Paper Essay Business Ethics and Social Responsibility Resources: Ethics Awareness Inventory and Ethical Choices in the Workplace assessments Use the Ethics Awareness Inventory and Ethical Choices in the Workplace assessments to revisityour personal and professional values. Write a paper of no more than 1,050-words in which you do the following: †¢ Explain the role of ethics and social responsibility in developing a strategic plan,considering stakeholder needs. †¢ Explain how your ethical perspective has evolved throughout the program. Format your paper according to APA standards. General Questions General General Questions Take the Ethics Awareness Inventory and Ethical Choices in the Workplace assessments to assess your values. Write a paper between 600 to 700 words in which you do the following: Explain the role of ethics and social responsibility in developing a strategic plan, considering stakeholder needs. Explain how your ethical perspective has evolved throughout the program. Format your paper consistent with APA guidelines. Click the Assignment Files tab to submit your assignment. If you cant settle on a major in your first year, then take a couple core classes for any major you are considering. Youll learn about each field thoroughly this way. When you are ready to choose, youll have the credits you need for that major, plus the minors as well. This file of STR 581 Week 1 Individual Assignment Ethics Reflection Paper comprises: Business Ethics and Social Responsibility Resources: Ethics Awareness Inventory and Ethical Choices in the Workplace assessments Use the Ethics Awareness Inventory and Ethical Choices in the Workplace a Follow the link to get tutorial https://bitly.com/1wyRSFq If you cant settle on a major in your first year, then take a couple core classes for any major you are considering. Youll learn about each field thoroughly this way. When you are ready to choose, youll have the credits you need for that major, plus the minors as well. General Questions General General Questions Take the Ethics Awareness Inventory and Ethical Choices in the Workplace assessments to assess your values. Write a paper between 600 to 700 words in which you do the following: Explain the role of ethics and social responsibility in developing a strategic plan, considering stakeholder needs. Explain how your ethical perspective has evolved throughout the program. Format your paper consistent with APA guidelines. Click the Assignment Files tab to submit your assignment.

Skin Cancer :: essays research papers

Skin Cancer Of all different kinds of cancer, skin cancer is one of the most commonly diagnosed cancers in the United States. Skin cancer is a disease which cancer cells are found on the outer layers of the skin. Your skin protects the body from heat, infection, light, injury and infection. It also stores fat, water, and vitamin D. The skin has two layers and several different kinds of cells. With a certain lifestyle these cells can become cancerous.(Prodigy Web Browser: An Introduction to skin Cancer {NET}, 1997) Melanoma is associated with the highest case-fatality rate of all skin cancers.(Mortality and Morbility Weekly Report Vol. 45/No. 17 , {MMWR}, 1996) Numerous studies have delineated the natural history of skin cancers. Some cell carcinomas tend to grow and invade slowly and steadily. Certain subtypes are more aggressive, and certain sites of occurrence (scalp, shoulders and nose) are associated with worse cases. Malignant melanoma may have a thin stage, in which survival rates are excellent. The length of thin, or radial, growth phase may be months to years. If untreated at some point melanoma enters a quick growth phase. When this occurs the survival rates plummet.(Brandt, 1996) Skin Cancer can be avoided. A change in lifestyle can reduce the risk of skin cancer. This includes awareness of the reality of skin cancer, avoiding the sun, and self-examination and screening. Most of the time when people think of a serious disease they think of things like lung cancer, heart disease, sexually transmitted diseases, and other hot topic diseases of that nature. Skin cancer awareness and the seriousness of skin cancer is far less emphasized. The MMWR did a survey of knowledge of and awareness about melanoma in the united states in 1995. In 1996, an estimated 38,300 cases of melanoma were diagnosed, and an approximately 7300 melanoma deaths would occur . Intervention strategies can be developed with information and public awareness of melanoma. (MMWR) To help awareness and public knowledge about melanoma, the American Academy of Dermatology conducted a nation wide survey in 1995. (shown in appendix A) This report summarizes the survey findings, which indicate that a high proportion (42%) of respondents had no knowledge about melanoma. The level of awareness was lowest among persons aged 18 to 24 years of age.(MMWR) Respondents were asked "Can you tell me what melanoma is?"; 55% knew it was a type of cancer, 34% knew it was a type of skin cancer and 42% did not know about melanoma. After being informed on melanoma, they identified at least one risk factor of it. Most identified the risk

Nok Air

Furthermore, the main objective of the airline its self is to capture and gain a larger market share from a targeted market that comprises of both normal Low cost carrier travelers, whether from existing users of the airlines or from competitive airlines, and potential from alternative transportation modes such as trains, buses, and vans that are common mearns form commuting to other parts of Thailand. Sales and marketing strategies especially relating to price offers are key factors in capturing additional passengers. In addition, promotion and advertising are important factors in push strategies to motivate prospects to the airline.Nok Air’s campaigns involve mobile marketing, online marketing, billboards, print media advertising as well as Television Advertising. These multi-channels of media usage allow Nok Air to reach a large number of audiences in order to capture attention to its promotions on offer and leave an impression that salience to the mind. Creating loyalty to the Nok Air brand is based on the airline’s special service to the customers who frequently travel on the airline is a way to retain existing customers as well as attract new customers by word of mouth from existing and loyal customers.Usage rate is also another reason of purchase intention. For those individuals who are required to travel frequently on company’s business or government official business will need a reliable airline that can accommodate to their needs and offer a fare that will save them cost and time. This market survey has been also conducted by secondary data analysis, focus group interview, and questionnaire survey in order to find consumers insights regarding purchasing, consuming and attitude towards airlines. Main highlights of the survey iincluded : ? What are attitudes toward low-cost carriers and full-service carriers? What would be the important factors to increase customer satisfaction, customer loyalty, and customer engagement? ? What shou ld be brand positioning of Nok Air in customers’ minds? ? What are the value-added things that customers looking for when they fly domestically? ? Is the domestic flight service price sensitive? ? Which channels do customers usually go when shopping for domestic flight? ? How would you recommend promotional mix for Nok Air? ? What should be the communication message and marketing campaign for Nok Air to create customer engagement? ? What are the promotional tools to be used for generating more sales?SITUATION ANALYSIS The changing demographics of travel have greatly dictated the target customers for Low-cost air carrier industry. After almost a decade of its initiation, Nok Air has observed some dramatic changes in the perception of Loc-cost air carriers and the fierce competition that exist in becoming the market leader in this industry. This section will detail the potential Target Market Characteristics of Nok Air with the focus on the market size, segment, share, growth, and trend. MARKET ANALYSIS Market Size: Thai domestic air travel market reached 13. million passengers in 2010 and expects an annual growth of approximately 5% over the next six years. This equivocates to approximately 17. 4 million passengers by the year 2017. In 2011, Nok Air projected that it had served about 4 million passengers or approximately 26% from the estimated 13. 8 million annual domestic air travelers for the year1. Market Segment: In order to determine the best market segment to describe individuals who fits the profile of LCC (Low-cost carrier) passengers, a build-up approach would be a suitable method of classification. This approach seeks to identify ssimilarities or common customer needs2.Key factors in defining consumer criteria for Nok Air are Profile, Psychological, and Bbehavioral. Segmentation of Nok Air passengers are individuals of both sex with the age range divisible in the range of 15-24, 25-34, 35-44, 44-54, and 55+. Occupation and level of income chara cteristics are generally individuals who are professionals, government officials, businessmen, sstudents, and employees in low-to-medium income group. These would be individuals who are motivated by benefits from travelling on Nok Air or the perceived valued attained, whether it is based on ticketing prices or overall value for money.Touch points and media used would be internet users as well as travel agents and ticketing counters and centers. Market Share The phenomenon of Low-cost carrier industry has changed the dimensions of air travel. The ticket price war was the key marketing strategy for these carriers and focusing on the basic elements or â€Å"no frills† was the cost-cutting model to capture the segment whose primary objective was to commute from one destination to another safely. This swing in trend shifted the market share from the legacy carriers, as leisure passengers looked for cheaper alternatives.Despite the growing market of domestic air travel, FSC (full-s ervice carriers) are seeking ways to compete with its new rivals, by letting the free market economic model of price discrimination by demand and supply to dictate the ticket prices, along with sales promotion strategies that remind consumers of its brand and presence. Figure: 1 [pic] An analysis of The LCC Capacity Share (%) of total seats in Thailand indicates an increase year-on-year from 2010 – 2012, despite a decline from 2007-2009. These figures are encouraging indicators for those who seek to rofit by becoming a player in this market as there has been a rapid increase as well as the steady eating into the market shares of the FSCs. Currently, the two FSCs players are Thai Airways and Bangkok Airways, while Air Asia, Nok Air and Orient Thai are the three main LCCs in domestic travel. Figure: 2 – Thailand Domestic Air Market Share as of October 2011 [pic] Market Growth and Trends There has been a rapid expansion in the LCC and the trend shows no signs of a slow do wn as airlines are placing orders for new aircraft at an alarming rate.Within the Thai domestic airlines, two new players are emerging in the market. Thai Smile, a subsidiary of Thai Airways has launched services since July 2011 with four 174-seat A320 with an objective to operate a fleet of 11 A320 by end of 2015 3, and Thai Tiger Airways an alliance with Thai Airways and Tiger Airways, are expected to take a share of the lucrative Bangkok – Chieng Mai – Phuket routes will be announcing their launch soon. Current players such as Air Asia have nearly 300 aircraft on order and Bangkok Airways a fleet of 18 aircrafts that are renewed every five years.The key SES among Thai domestic tourists is the growing middle-class who has time, mearns and the inclination to travel. Domestic tourism has become an increasingly important component of the overall tourism mix and is an important role socially, economically, environmentally and culturally. The Tourism Authority of Thailand ’s ppolicy of encouraging and motivating domestic tourism by providing incentives has been a key factor in the market. The TAT has also designed strategies to maintain the brand image and take advantage of emerging opportunities.Thailand has recorded an increase of 31% in tourism receipts in 2011 over 2010 with a total earning of 776 billion baht. The country recorded 19. 23 million international visitors in 2011. Figure 4 indicates the various regions of tourist arrivals to Thailand. Figure 4: International Tourist Arrival to Thailand Jan-Dec 2010 [pic] International tourist arrival does not specifically dictates the mearns of transport to other domestic destinations are commuted by LCCs, but it does provide a prospective on the target population sampling frame that Nok Air can serve.Strategies can be designed on destinations that an inbound tourist would most likely visit by understanding cultural and ethnic diversities, socio-economic status and purpose of visit to Thailan d of these tourists. Market Needs The primary purpose of an airline is to serve transportation needs. However, airlines cater to travelers’ need by fling domestic routes, short-haul services with conneactivity and transfers to other carriers via a network of hubs. Nok Air being a LCC does not provide frills and therefore only basic needs are fulfilled. However, this does not mean that quality and efficiency are neglected.Environmental Analysis The nature of the market is where a product and service offer from a supplier is subjected to evaluation and price valuation from the consumer such that fluctuations in demand and supply are adjusted to a point of equilibrium. With the LCC market, the key issue is how the airlines can keep to a low operating margin while maintaining itself over equilibrium to strive and grow. Economically, this is generally measured in the ability to keep itself in the â€Å"black† while trying to become the market leader. Technology plays an imp ortant role in transforming this concept into a reality.Welfare maximization is the trend of this decade and the emergence of LCCs has had an impact on the socio-economic spending behavior. There are many factors in the macro-environment that Nok Air has to take into consideration when making decisions. A social and cultural, demographic, economic, technological, political, legal, regulatory, and ethical issue needs to be defined to understand the effect on the brand’s performance. Political factors: Earlier in 2011, the government had set up policies in developing the tourism industry. These involved development of infrastructure, safety, and hygiene.Restoration and development of natural, cultural, and historical sites while seeking to encourage investment by the private sector and local administration. The aim is to improve standards to make Thailand a world-class destination in the area of personnel standards and quality of service. Proactive marketing strategies in targe ting various groups both domestic and inbound with focus on quality tourist are pursued in the field of medical tourism, international meetings, and exhibitions. Waiving visa fees for visitors from Thailand’s FTA partners or those with trade and investment relations is one method of promoting this industry.Other government value adding policies are the promotion of tourism activities include nation’s bid to host international events and filming location support. Some laws and regulations have been revised to improve the effectiveness in safety and tourists’ exploitation counter-measures. In summary, the objective is to premote tourism including domestic by developing tourism and tourist destinations and ensuring travelers’ safety; support ecotourism, cultural tourism, medical tourism and spas with high quality and value addition.Economic factors: Although the Commercial Bank’s MLR interest rates have been steady between 7% – 7. 85% per annum , the foreign exchange rate has undermined the progress of tourism in Thailand. As compared to the USD to THB in the past five years, there has been an average gradual appreciation of the Thai currency than others in the region. Economically, it is difficult to raise prices fin terms of foreign currency, and therefore somewhat uncompetitive in some areas of the tourism industry, for example hotel rates. Figure 5: For-ex [pic] The recent increase in minimum labor wages has resulted in higher inflation.Many smaller firms have opted to lay-off some employees that they believed possessed lower qualifications than others. However, the recent flooding was a major cause of economic slowdown and the government has implemented low financing and corporate tax holidays for SMEs that were affected by the disaster Social factors: Changing social trends can have an effect on the tourism industry. This is however predominant in the aspirations and expectations of travelers to and within Thailand. Thai society shares the perception that domestic tourism development is steadily improving, but hampered by red-tape management and bureaucratic problems.They perceive culture as a tourism product and environmental impact as a problem in which tourism industry has a social responsibility to decrease pollution. Economically, tourism is viewed positively in terms of national revenues and job creation, and modernizing society, but viewed inversely as a mearns of fostering a materialistic society5. Technological factors: Technology plays a vital role in promoting tourism worldwide. It is an efficient and effective way to reduce cost and improve quality via internet and social media network for the purpose of promotion and recruitment of potential clients.Accurate information about tour destinations, resources, and image can be â€Å"pushed† into cyberspace and provide a channel for attractive marketing mix strategies. Customer can then gain experience and information of the trip through planning and virtual tour at their convenience. Environmental factors: Environmental factors play an important part of Thailand’s tourism industry. Change in weather pattern has a sthrong impact especially during the rainy seasons. The effect of this was clearly visible during October’s flooding disaster, which had one of the highest levels of tour cancellation in the nation’s history.Global warming has made it difficult to predict or forecast a peak-season for domestic tour and operators are well conscious and concerned about environmental issues. To enforce practices, the government has placed taxes on air travel and encourages the use of NGV/LPG as â€Å"clean† fuel alternative on buses. Environmentally friendly products and processes are affecting demand patterns and creating business opportunities in the industry. Legal factors: Thailand’s Department of Civil Aviation is the government agency that has the obligations to premote, develo p, and regulate the nation’s civil aviation.The aims are to comply with international aviation standards and fulfill demands resulting in tourism promotion and national economic growth while promoting Thailand as the aviation hub of Southeast Asia. The roles and responsibilities include 1. Implementing Air Navigation Act 2. Promoting and Developing National Civil Aviation 3. Executing orderly civil aviation 4. Making airports under jurisdiction available for public 5. Coordination and cooperating with domestic and international organization. COMPETITION ANALYSISThe key competitors of Nok Air in the Domestic air travel market are Thai Airways (FSC), Bangkok Airways (FSC), Air Asia (LCC), and Orient Thai (LCC). There are other airlines that fly domestically such as Happy Air, Solar Air, and Thai Regional Air, but they are at an infancy stage of the competitive market of this industry. It is too optimistic to say that these new airlines are not of an immediate threat to Nok air, but their presence dictates the growing need for travel to more unexplored and unfamiliar destinations prove to be a selling point for some airlines and pose a potential competitive threat in the future.Thai Airways International Public Company Limited (TG) – Address: 89 Vibhavadi Rangsit Road, Bangkok 10900, Thailand. Phone: 66-2-545-1000 Fax: 66-2-512-2182 Website: www. thaiairways. com. Established in 1960 Thai Airways International Public Company Limited is Thailand’s national airline with both domestic and international routes including Asia, Europe, North America, Africa and South West Pacific. The airline provides transport as well as freight and mail services on all its destined flights. The company is a state owned enterprise which is controlled by the government and partly owned by the public7.Its key competitors in the domestic airline market are ranked as follows: 1. Thai Air Asia 2. Nok Air 3. Bangkok Airways 4. Orient Thai Airways Competitive Advantages: Thai Airways ranked as the low cost leadership with a huge customer base uses resources to innovate design operation which enable it to control its cost. Online growth has allowed Thai Airways to cater to a separate class of clients. Its intensive fleet of aircraft gives it an option to find the best value-to-cost in operating aircraft with relations to airport configurations. A sthrong management team keeps the operations running smoothly.A well trained and managed Cabin Staff that caters to meet customer satisfaction is a key advantage of the airline. Being the national carrier, Thai Airways enjoys the largest market share and therefore a sthrong loyal customer base8. Bangkok Airways Company Limited (PG) – Address: 99 Mu 14, Vibhavadirangsit Rd. , Chom Phon, Chatuchak, Bangkok 10900, Thailand. Phone 66-2- 2655678 Fax: 66-2-265-5522. Website: www. bangkokair. com . Established in 1968 Bangkok Airways was Thailand’s first private aviation company operated under the na me â€Å"Sahakol Air†.Initially, the airline provided charter services using a two engine 9-seater plane catering only to multinational corporations in Thailand. With the rapid growth of tourism and business investment, air transportation became an important mearns of transport. Bangkok Airways realized the potential and in 1986 began its operations as the country’s first privately-owned domestic airlines to limited destinations such as Krabi, Korat, and Surin. Presently, it flies to 20 major routes covering nearly all major resort destinations in Thailand along with 8 international destinations.The airline has invested in building and maintaining its own privately-operated airports at Samui, Sukhothai, and Trat; providing Thailand with additional hubs and fulfilling the increasing demand of air traffic volume. 9 Its key competitors in the domestic airline market are ranked as follows: 1. Thai Airway 2. Thai Air Asia 3. Nok Air 4. Orient Thai Airways Competitive Advant ages: Bangkok Airways has great regional service including its own privately owned airports in various domestic destinations.Comparatively, it offers cheap fares on promotions with routes to popular vacation destinations in Thailand. Some routes of these routes are exclusive to Bangkok Airways, such as Samui. Bangkok Airways is also renowned for its unique boutique style in-flight service and have been awarded â€Å"Best Regional Airline† five consecutive years. This is a good brand image for the airline. Thai Air Asia Company Limited (FD) Address: 89/170, 19th Floor Juthamard Boulevard, Vibhawadee Road, Talad Bangkhen, Laksi, Bangkok, Thailand. Phone: 662 315 9800 Fax: 662 315 9801. Website: www. irasia. com. Established in 2004 Thai Air Asia is a joint venture between Malaysian LCC Air Asia and Thailand’s Asia Aviation. It is truly a Low-Cost Carrier airline with a network of domestic and regional service tthroughout Thailand and Asia. It is known to be one of the mo st aggressive airlines with its marketing strategies based on online promotions to target price conscious consumers. Air Asia places a lot of importance on branding and its association with various and popular footballs teams in both domestic and international arena has proven to be a successful campaign.Its key competitors in the domestic airline market are ranked as follows: 1. Thai Airways 2. Nok Air 3. Bangkok Airways 4. Orient Thai Airway Competitive Advantages: Thai Air Asia has been able to keep a low cost in its operations based on the same principles and model of the mother flagship Air Asia. The marketing strategies are targeted at mass customers with one of the lowest air fares to any of its numerous destinations within this region. The efficiency of its workforce and multi-skilled staff has been a benchmark for other airlines to follow.This ranges from aircrew and ground staff, to the maintenance, operations and administrative staff. The single type fleet to service the customer has made it easier for Air Asia to maintain its aircraft. Online promotions and website maintenance with secure and direct access are key factors in keeping customer satisfied and loyal to the airline. Orient Thai Airways (PG) Address: 18 Ratchadapisek Road, Klongtoey, Bangkok 10110, Thailand Phone: 66-2-229 4260 Fax: 662-229-4278-9. Website: www. flyorientthai. om. Established in 1993 Based in Bangkok, Orient Thai Airlines operates scheduled International and Domestic flights and specializes in International charter flight around the worlds. It operates domestic flights with a fleet of McDonnell Douglas and Boeing 737 aircraft type with its regular destination from Bangkok to Chiang Mai, Chiang Rai, Phuket and Had Yai. Its key competitors in the domestic airline market are ranked as follows: 1. Thai Airways 2. Thai Air Asia 3. Nok Air 4. Bangkok Airway 5.Competitive Advantages: Orient Thai has very few competitive advantages other than the fact that it is one of the cheape st airlines to fly with and the routes that it flies to are relevant. PRODUCT OFFERING Nok Air offers air travel to various destinations around Thailand with ground support transportation â€Å"Fly-and-ride† to bordering countries as well as â€Å"Fly-and-ferry† to many seaside resorts. Most flights to major city destinations are flown by its regular Boeing 737 jets and ATR 72 turboprop aircraft.Nok-mini is a commuter airline that is a Sub-brand of Nok Air, but is owned and operated by Siam General Aviation, independent from Nok Air. It is however, a partnership and code sharing that has been beneficial to both companies where Nok-mini acts as a feeder route to beautiful small towns and low traffic routes. The land transport coach Service operated by Udon Keaw Tour (Thailand) and Trans Express Co Ltd. (Laos). Hi-speed Catamaran services are operated by Lomprayah High Speed Ferries Co. , Ltd. n Nakhon Si Thammarat and Surat Thani, while Coach and Hi-Speed Ferry Service operated by Tigerline Travel Co. ,Ltd in Trang. Nok Air not only provides air transportation and commuter service, but also a travel experience. Its affiliations with various hotels, resorts, entertainment venues, and financial institutions give Nok Air its Brand Value. Memberships and Fan Clubs provide a touch-point for existing and potential customers to be in contact with promotions, offers, and activities. One of the most popular media used is its website that offers and informs all current and forthcoming campaigns.Members also receive information via mobile phone SMS and MMS messages as a more personal and direct sales push marketing strategy. What Nok Air can add to its product offering is that it can change its aircraft interior to make the seats more comfortable with new configurations for better leg space. In-flight entertainment can be introduced along with a sense of â€Å"Thailand† by using traditional aromatic scent to create a pleasant environment in the cabin. Natural aromatic freshening scent has been internationally proven to have a relaxing effect.In-flight amenities can also add intrinsic value to the product where a passenger can take along the earphone (which is rather inexpensive) that has Nok Air’s logo on it as a present for themselves or for their loved ones. Route Map Figure 6: Nok Air [pic] SWOT ANALYSIS – NOK AIR A SWOT analysis—is a review of strengths, weaknesses, opportunities, and threats–is a core requirement of any organization and essential to understand any industry. The volatile airline industry is no exception especially in the highly competitive Low-cost carriers (LCC) industry.The objective of each airline is to maximize their strengths and opportunities while minimizing their weaknesses despite ssimilarities of the business. Strengths – Internal origin helping to achieve organizational objectives 1. Higher number of distribution channels 2. Sthrong backup on financial, capital, and human resources 3. High level of employee quality available to the organization 4. Increasing geographical coverage in both domestic and international routes 5. Improving operational capabilities (in terms of efficiency) 6. Improving service quality 7.Brand Awareness 8. Effective in-flight space management Weakness – Internal origin harmful to achieve organizational objectives 1. Price on product offering 2. Bad cash flow problem arising from cost management 3. Poor financial performance / profitability 4. Low customer loyalty 5. USP (Unique Selling Proposition) – ssimilar for all LCC airlines 6. High degree of competition 7. High cost of capital 8. Low experience of management team – company is 8 years old 9. Low level of advertising Opportunities – External origin helping to achieve organizational objectives 1.Growth rate increasing by traveler with high number of booking rate 2. Government support open sky ppolicy 3. Higher Demand 4. Convenience a nd faster 5. Joint promotion 6. Government supports on TAT (Tourism Authority of Thailand) Threats – External origin harmful to achieve organizational objectives 1. Other governments support low cost airline in the country 2. Large number of competitors in the Market 3. Price war with promotion war 4. Long time booking (behavior change) – Pre-booked tickets on pricing tiers 5. Payment Ppolicy 6. Confirmation Process 7. Fuel cost increasing . Time to time increase in airline taxes 9. New domestic hub with less convenient flight connections (International and Domestic) MARKETING STRATEGY Mission To be the number one low-fare, high-value budget airline in both Thailand and Asia by being perceived by all who travel in Southeast Asia as affordable, yet offering with the best of Thai hospitality. To provide travelers with a point-to-point regional air service that is safe, reliable, convenient and true value-for-money through cost-effective operations with highest possible r eturns to shareholders.Develop and motivate our people to have initiative and be highly productive. Marketing Objectives Seeing potential in the international market, Nok Air’s marketing objectives for first quarter of 2013 is based on a business plan to launch flights from Bangkok Don Mueang Airport to China, as well as several other routes that are within three to four hour range from Bangkok. Having a significantly lower cost structure than competing airlines, Nok Air has aimed to compete more effectively against Thai Air Asia and other LCCs.Being Thai Airway’s domestic LCC subsidiary, Nok Air has been able to fill the critical void in the Thai Airway’s portfolio for the fast growing budget end of Thailand’s international market. This move will enable Nok Air to capture a sizable market share within the region, especially with the high demand for travel from China. Route extensions along with increase flight frequencies will enable the company to grow in the market as well as create a level of brand awareness in both the domestic and international market. In anticipation of this growth, Nok Air has procured new aircraft to its already existing fleet.Hiring only â€Å"beautiful girls with nice personalities† in their early 20s, budget airline Nok Air seeks to â€Å"rejuvenate brand image† & â€Å"improve service efficiency. † With the current cabin crew age averaging only 26 years old, Nok Air is keeping with other airlines trend of recruiting fresh, young and good-looking faces to do the job. The objective is to cash in on the energy, enthusiasm and deducation that are normally associated with youth in order to drive service efficiency and project a better impression on passenger (Bangkok Post 8/9/2011).The impression is a dynamic lifestyle image that meets passenger’s expectations of being served by fresh, friendly, efficient staff. Financial Objectives Since its launch with an initial capital of THB5 00 million, Nok Air has not required any additional capital since its launch in 2004. Currently, it has approximately THB1. 5 billion in the bank. The airline has been profitable every year except for 2007 and 2008 massive fuel price hikes and falling domestic demand. However, the following year, it bounced back into surplus as conditions improved.In 2010, it turned a net profit of more than THB600 million and over the first three quarters of 2011 a profit of THB230 million despite continuing tribulations in the oil markets. The devastating floods that closed its home base at Don Mueang Airport in the last quarter of 2011 did have an impact on Nok Air, but it managed to reach a profit of THB400 million and projected revenue of THB6 billion, carrying about 4 million passengers by the year’s end. Target Market There are various variables that a market research can assist in defining the right market segment or more likely a possible target customer of Nok Air.A classification s ystem of Demographic, Geographic, Psychographic, and Bbehavioral will enable the airline to narrow the scope and focus its resources to its target market satisfying their needs. DEMOGRAPHIC SEGMENTATION Demographic defines the population into groups with common variables, and targeting each of these groups to enhance the airline’s performance. This can be further divided into: Gender- Nok Air has focused its marketing to both genders since it is difficult to segregate which one gender represent a larger share of the company’s target market and hence both should be considered equally.Income Level- In developing pricing strategies for fares, Nok Air has to keep to its strategy of being a LCC (Low-cost carrier). This would serve best for those in the SES of C1, C2 and D classification of Social class. A strategic move to improve and provide convenient flight timing and routes to SES B could result in an increase of market share from FSC in terms of value-for-money. The cl assifications are based on the occupation of the head of the household. Grade |Social Class |Chief Income Earner's Occupation | |A |Upper Middle |Higher Managerial, Administrative Or Professional | |B |Middle |Intermediate Managerial, Administrative Or Professional | |C1 |Lower Middle |Supervisory Or Clerical And Junior Managerial, Administrative Or Professional | |C2 |Skilled Working |Skilled Manual Workers | |D |Working |Semi And Unskilled Manual Workers | |E |Those At The Lowest Levels Of |Casual Or Lowest Grade Workers, Pensioners And Others Who Depend On The Welfare | | |Subsistence |State For Their Income | Age- Based on the terms and conditions indicated for the purchase of an air ticket, the permissible age for passengers travelling chaperoned on a domestic flight on Nok air must be 16 years of age. It can be assumed that the age range of 15-55 would be best target market to focus the airline’s promotional campaign on. Occupation- Nok Air’s passengers would gen erally be individuals who are professionals, government officials, businessmen, sstudents, and employees of a firm. However, the purpose of travel does not have a direct relationship with the occupation of these passengers.They may be travelling on a vacation, visiting relatives, making a pilgrimage, and other personal reasons rather than on a business or government reasons. Flight schedules and destinations would be the reason these passengers would seek importance in selecting the airline that they travel on. With Nok Air frequency and multi-destinations available, passengers have the options to select the Marital Status- The concept that Nok Air can market in this category is of the Honeymooning couples, or just married as well as for those who are married and do wish to enjoy a romantic getaway. As for those who are single, Nok Air can focus on adventure or functional aspects. The strategies would be to seek a market in eco-tourism, and sight-seeing.However, whether single or ma rried, the objective is to create a positive perception of Nok Air for all segments as this factor is linked to the psychological aspects and income status of an individual. GEOGRAPHIC SEGMENTATION Viewing from its extensive network of 20 destinations available on Nok Air’s routes, it has access to a population where other airlines in the same category do not. Availability and frequency to destinations allows Nok Air to hold a competitive advantage over other airlines. Since Nok Air is involved in the business of transporting passengers from one geographical location to another, this segmentation plays a vital role in its marketing strategies. Passenger’s dependency and demand for Nok Air’s service is critical to its development. Its success in strategically locating its hubs t various domestic destinations in Thailand has motivated Nok Air to expand to other areas in Asia. PSYCHOGRAPHIC SEGMENTATION Targeting a certain group within a population base on their li festyle, activities and interest is the focus of this segment. The importance is in understanding consumer buying behavior by referring to their AIO (Activities, interest, and opinion). Nok Air’s website is one of the medium use in gathering views and information to analyze consumer behaviors of its consumers. Some factors that help define the population on psychographic segmentation where Nok Air has emphasized their resources on are: Lifestyle –  The â€Å"Check-in of Your Choice† program allows passengers a check in process that best fits their lifestyle.The options available are: Airport Check-in: Passengers can check-in their baggage and get their boarding pass at the airport counters. Telephone Check-in: Passengers can call in on a hotline 1318 and collect their boarding pass at the counter. This allows them to arrive just 30 minutes before departure therefore suitable for those who are pressed on time. However, the drawback is that they cannot check-in their baggage. Web Check-in: A personalized method of allowing the passengers who are Nok Fan Club members to log in and select their choice of seats and options offered on the airline’s website. Boarding pass can be collected at the airline’s counter in the airportMobile Check-in: Ssimilar to the online format where the passenger can use an application on their mobile phone to select a preferred seat and check-in. Boarding pass can be collected at the airport. Check and Shop: Is a unique format only available at Chiang Mai. The process allows you to collect your boarding pass at Chiang Mai Central Airport Plaza, 1 hour (2 hours maximum) prior to the departure. Nok Air will provide transfer service between Chiang Mai Central Airport Plaza and Chiang Mai International Airport 30 minutes prior to the departure for boarding. Activities interests and opinions (AIO) –  A subset of lifestyle, activities interests and opinions also affect consumer buying behavior.Nok Air Fan Club Privilege is a holistic approach to understand the consumer’s AIO by offering a link to Nok Community through social networking sites such as Facebook and Twitter, as well as on mobile link via Apple Apps and Android. Here loyal customers can be involved in the activities and share common interest and opinions in the community. Values attitudes and lifestyle –  Another concept which is a subset of the lifestyle segment is values attitudes and lifestyles classifying individual into the VALS framework. Nok Air can understand individual passenger profile by determining what these individuals do with the resources they had at their disposal as well as the amount of primary innovation they could accept or create.Information collected by research on passengers can help the airline design and implement new strategies in the future. BEHAVIORAL SEGMENTATION Bbehavioral segmentation divides a population based on their behavior, the way the population respond to, use or know of a product. Consumers’ decision making are base on factors they take into consideration before purchasing a ticket, thus these decisions are affected by their behaviors. The reasons for purchasing a ticket can be buying for occasions such as travelling during Songkran, and New Year’s holidays. Another reason can be for benefit sought such as travelling for the purpose of commuting from one location to another.The selection may be based on the marketing mix being offered or a hedonic one. Loyalty to the Nok Air brand is based on the airline’s special service to the customers who frequently travel on the airline is a way to retain existing customers as well as attract new customers by word of mouth from existing and loyal customers. Usage rate is also another reason of purchase intention. For those individuals who are required to travel frequently on company’s business or government official business will need a reliable airline that can accom modate to their needs and offer a fare that will save them cost and time. This is more in line with wholesale purchasing and diverging efforts to meet customer’s demand.In line with this, Nok Air offers a Corporate customer service whereby the benefits includes fixed fares, change fee waived for change in name or date, no service fees, payment after booking is made, and a dedicated corporate hotline. The objective is to gain a larger market share from a targeted market that comprises of both normal LCC travelers, whether from existing users of the airlines or from competitive airlines, and potential from alternative transportation modes such as trains, buses, and vans that are common mearns form commuting to other parts of Thailand. Sales and marketing strategies especially relating to price offers are key factors in capturing additional passengers. POSITIONINGIn the term positioning for Nok Air, it refers to the customer’s perception of a service in relation to its co mpetitors in the domestic airline market. Current market position of Nok Air is that it is a no frills airline providing air transportation of passenger to various destinations within Thailand. In this respect the terms of â€Å"No-frills† is largely interpreted as an airline offers low fares but eliminate all non – essential services, such as complimentary drinks snacks, in – flight entertainment systems, and different class of seating. They operate by using limited or ssimilar types of aircrafts to keep maintenance low and fly out of remote airports to cut overheads.The interior of these aircrafts are fitted with minimum comfort and generally carry advertising inside the cabin to generate revenues. Additional fees are imposed for luggage and other amenities. In order to understand passenger’s perception of Nok Air in relation to its competitors, a perceptual mapping of perceive value analysis between service quality and price relationship is modeled. Th ere are three major competitors of Nok Air, namely Thai Airways, Thai Air Asia, and Orient Thai Airways. Thai Airways – Service quality is superior to that of Nok Air because of its status of being a national carrier of Thailand and is actually a FSC (Full service carrier) airline. However, they are non-competitive in terms of pricing.Thai Air Asia – There are some distinctive advantage in service offered to passengers by Thai Air Asia in terms of optimizing call centers, touch points, and efficient online websites. The influence from the Air Asia core brand adds on to value in terms of human resource management and operational management. However, the pricing strategies are unpredictable and ambiguous at times. Orient Thai – The airline’s safety and service records are inferior among all. Despite their efforts to improve their image, the airline struggles to maintain its operations and have access to limited routes. However, their commitment to improveme nt has been a key factor sustaining its presence in the market coupled with one of the lowest airfares on domestic routes offered to major destinations.Nok Air’s direct competitors are faced with the same elements in keeping cost low and generate enough profit by management and planning strategies. By analyzing its value chain, Nok Air can increase its margins on fares by managing its primary and support activities. [pic] Support Activities †¢ Firm Infrastructure: Focus on improving Accounting, Finance, Legal, and General Management within the firm. †¢ Human Resource Management: Recruitment, Pilot Training, and Cabin Crew Training. †¢ Technology Improvement: E-commerce ticketing sites having more international languages, In-flight system operating service with infomercials and music. An improvement at the airport ground base with touch points flight scheduling system to inform passengers of the flights departures and arrival. Procurement of Resources: Aircraft acquisition that would best serve the client’s needs while maintaining operational cost. Primary Activities Inbound logistics: This involves aircraft scheduling to depart and arrive at prime time where passengers can conveniently optimize their stay at a destination. Seats on any particular flight are perishable resource. Yield management allows the airline to sell its seats on flight to consumers optimizing it to a full load capacity on all flights. Route selection is another factor that will allow Nok Air to capitalize on a â€Å"first mover advantage† and become the market leader in that geographical area. Operations – The ground staff at various hubs are vital to Nok Air’s operations.Aircraft operations, ticketing, gate operations, and baggage handling efficiencies can give the airline a competitive advantage in turning the aircraft around on its next scheduled flight. One aspect observed is the disembarkation of passengers, most of who are generally in a hurry to get off the flight once the plane stops. Managing the plane’s exit doors to disembark passengers are some ways to gain valuable customer satisfaction. While onboard, the flight attendant’s positive attitude and behavior can add value to the brand as they are brand ambassadors of the airline. Outbound Logistics: Flight connection to destination via its network of alliances such as Nok Mini and other modes of transport such as land and sea, can add and impression in service value.Also an effective baggage system of loading and off-loading displays effectiveness in operations of the airline. Marketing and Sales: Promotion and advertising are key factors in push strategies to motivate prospects to the airline. Nok Air’s campaigns involve mobile marketing, online marketing, billboards, print media advertising as well as Television Advertising. These multi-channels of media usage allow Nok Air to reach a large number of audiences in order to capture atte ntion to its promotions on offer and leave an impression that salience to the mind. Service: Extended service beyond arrival at the airport hub of Nok Air such as affiliations with car rentals and hotel accommodations.The airline can work in conjunction with these firms on barter case basis, whereby car rental rates and hotel room rates discounts offered for passengers can be offset by airfares discounts for executives and staff of these affiliated firms. Credits can be accumulated on â€Å"points† system and exchange for transactions such as transportation and stay-over for air crew and airline staff. A perceptual mapping illustrates the position of Nok Air in comparison to its competitors. [pic] MARKETING MIX PRODUCT / SERVICE – Nok Air provides air transportation services to 20 domestic destinations in Thailand. The main airport hub is at Don Mueang Bangkok Airport. Its destinations are: Bangkok (Don Mueang) – Chiang Mai, Chiang Rai, Hat Yai, Loei *, Mae Sot *,Nakhon Phanom, Nakhon Si Thammarat, Nan *, Phitsanulok, Phrae *, Phuket, Roi Et *, Sakon Nakhon, Surat Thani, Trang, Ubon Ratchathani, and Udon Thani Chiang Mai – Phitsanulok, Mae Hong Son, Udon Thani**, and Mae Sot* * Operated with aircraft chartered from Siam General Aviation (Nok Mini) ** Code shared flights operated by Siam General Aviation (Nok Mini) Tangible Clues – since service is intangible and difficult to sell, marketers can at best convey reassurance and quality to its customers. For Nok Air, transportation is its core product. The service it provides that serves as tangible clues are the airline’s physical facilities and the demeanor of its staff.To distinguish itself from its competitors, the airline can provided several tangible clues such as food/beverage, magazines, staff uniforms, logos, color and design of the aircraft, and flight bookings. Service – there are two types of services involved in Nok Air’s operations being ground services and in-flight services. Convenient airport with car parking facilities, transport to the airport, efficient baggage checking, and efficient service at reservation counters are some of the factors that defines on-the-ground services. These attributes are primary touch points where passenger’s initial perception of the airlines are conceived and relates back to the brand equity of Nok Air. Once inside the aircraft, the airhostesses are the brand ambassadors of the airline.Nok Air’s well trained flight attendants have the responsibility of providing polite, warm and courteous service to its passengers. This momentum is transitioned to the representatives at the baggage counter, and Nok Air’s passenger assistance counters as an augmented product/service to develop customer loyalty towards the brand. PRICING – Based on the SES of the passengers, pricing plays a vital role of Nok Air’s marketing strategy, since the airline bases its image by cla ssification of being a â€Å"Low-cost carrier† and is judged whether the product/service offered is fairly priced. Thai Airways band image alone is sufficient to justify its premium pricing base on seating â€Å"class† on the air fares.Whereas, other airlines like Thai Air Asia, Orient Thai, and Nok Air all identify themselves as Cheap-value pricing or even Low-cost pricing, but rather project themselves as Value-for-money pricing airlines. The intention of value for money pricing is to charge an average price for the fare and emphasize excellent value for money on the fare. This establishes a reputation and enables the airline to achieve good levels of profit margin. However, during a certain period, the intrinsic concept is to undercut the competition and prices are used as a tool to attract passengers to purchase based on seasons. The current world economic crisis and the recent flooding in 2011 have had an impact on the local economy.All airlines are competing to s et prices at competitively low levels to attract customers. Nok Air’s strategies are in line with the basic pricing models of LCC. These cost cutting measures comprises of: High aircraft utilization – Keep aircraft flying commercially as much as possible and at the fastest turnaround time as possible. Airline makes money when its aircraft is flying and not parked on the ground. No frills – Any and all luxury items and services are considered frills and that the airlines by rendering a fee to the airline, the passenger will only then have access to these items. They range from food and beverage, seating, paperless ticketing, non-refundable ppolicy, and no loyalty program.Streamline operations – includes limited types of aircraft used so that there is specialization in the pilot, crew, and ground operations. Single class seating on all flights and Standard operating procedures are ensured to create homogeneity of service. Most of the prices offered by Nok A ir are based on the pricing tiers structure. This structure is a time value relationship for seats. The first few tiers are target to value conscious passengers looking for extremely cheap tickets by booking early. The mid-tier passengers are those who book moderately early but pay a higher price and the top tiers are the passengers who pay the most because they purchase the ticket at the last minute.PLACE – There are four method of distributing airline tickets: Consolidation – sales of ticket at airline counters Tour Operators/Travel Agents – customers approach their travel agents to book tickets for them. The tour operators take a commission from the airline. Affiliated with companies – Airlines gets affiliated with companies on corporate fares and provides a discount on the bulk buying Direct Sales – through home lease systems which are telephone, fax, emails and online booking. LCC Airlines keep their distribution system simple as possible and this is possible with the use of internet technology which can be remotely operated even at the most deprived of locations.PROMOTIONAL MIX – Since consumers have become aware of the competition among LCCs, they anticipate and appreciate the vvariety of marketing efforts that are in place to entice them to use the specific airline’s service. In the times of credit crunches, the airlines seek ways to be most efficient in saving cost while eliciting the most from the IMC programs they have to optimize outcomes. There are numerous ways that Nok Air can reach these consumers, and some of the most common ways are: Advertising – Creative advertising campaigns are the most common way to get the message and promotions out to a large audience. Telecast and print media are important channels for promoting the air business.Since advertising is expensive, the marketer needs to be mindful of the timing and opportunities when it arrives. Adverting during peak seasons can attra ct potential client to switch to Nok Air, and the airline have to select appropriate theme for the advertisement; for example beach getaway destinations for the summer season. Publicity – This process of persuasive communication where the public relations officer provide the media people with information of the airline’s promotion and set up a press conference, dinners, meetings, and get together, to gain wide spread telecasting through news and promotional channels. The objective is to get favorable news of the airline.Sales promotion – By proving additional incentives to travel agents and tour operators who are the front line of Nok Air’s sales promotional effort, the airline’s campaigns are focused and on target with the right segment. This direct communication allows the consumer to interact with the premoters and get valuable information about the offers to these individuals to persuade in decision making process. The air ticketing counter is another channel where the airline’s own personal can motivate the consumer to pick up on the offer before purchase. The value added promotion can be in the form of alliance with Nok Mini, Hotels, Banks, Credit Card Firms, and Car Rentals. Word of Mouth – Satisfied customers are the best premoters of the brand. They act as opinion leaders and inform the merits of the airlines to their peers and associates.Nok Air’s best and most reliable promotional strategy would be to keep customers loyal to the airline and should design ways to reward them for their referrals. PEOPLE – In this industry, the airline staff comes in contact with the customers in the course of production and consumption of service. The duties of the Human Resource department of Nok Air to select, provide training, and motivate its employees since these employees are ambassadors of the airline. Their initiative, competence, responsiveness, problem solving ability, caring attitude, and goodwi ll are the impressions that create customer satisfaction to the airline. The air stewards are the people who are in contact with the customers.Their physical presence reflects the airline image to the customers although it varies in degrees and the nature of service. The passengers expect a pleasant and polite service from these individuals who are in high contact with them and therefore their appearance plays a tangible dimension of quality. The air-crew such as the pilots possesses technical attributes in operating the aircraft and safe journey. Another ancillary service are the travel agents, tour operators, and sales counter personnel who help create the service of exchange but not in direct part of the service. There are without a doubt other employees and staff of the airline that makes the operation and management efficient and effective. It is essential to have the right people on the right job.Inspiration and motivation for these employees are critical for the organization to operate in this highly competitive environment and they their loyalty to Nok Air is an asset to the airline. PROCESS – Is the flow of service from the decision makers to the ultimate buyers. This is the involvement of channels, front line staff, travel agency offices, and tour operators. The process begins from the reservation of seats by mearns available to consumers such as telephone, internet, or personal booking till the minute they depart the airport. In some instance, the post-purchase service is involved. The process starts with information in the reservation system and managed via a large network of computers that allows the reservation to be instantaneously monitored and confirmed as required in the system.The terms of the booking is also indicated so that the passengers are aware of the limitations and conditions of the ticket as well as options and benefits iincluded in the purchase such as exemptions of cancellation fee and changes in seat reserved. Facilities at the airport such as check-in counters, flight information, and baggage handling helps to contribute perceived value in quality serviced that transfers to customer satisfaction. While in the aircraft, satisfying meals and entertainment along with amenities distributed are part of the total process in delivering quality service and increasing brand equity. PHYSICAL EVIDENCE – Is the point where service is delivered and interactions occur.The aircraft itself as well as the in-flight food are physical evidence of the airline service. This is experienced in the ways the airline configures the seats so that passengers can experience a comfortable flight although the category of the airline is that of LCC. While on the ground, booking office, ticketing counters and even the aircraft when parked, can create a good impression as a physical evidence of Nok Air. The overall designing of the booking office, the check-in counter, the domestic lounge, and the aircraft exterior appearanc e is used to trigger the customer’s experience of Nok Air. If the experience is a favorable one, the brand benefits by association to these physical environment.Don Mueang Airport is the base airport of Nok Air despite the fact that its Bangkok’s secondary airport. However, Don Mueang airport is cheaper than the main airport at Suwarnabhumi and are generally less congested therefore making the turnaround time lots shorter. Flight transfer service is not offered at Don Mueang and Nok Air can only offer advice to passengers seeking to board a connecting flight to board a shuttle bus, catch a taxi, or have someone pick them and drop off at Suwarnabhumi International Airport. Nok Air also has acquired an area in Don Mueang Airport for a playground for â€Å"Kids† as a place to entertain them before boarding the aircraft.

Star dust relationships

Captain Shakespeare mentor of youth In the movie Stardust, a movie about a boy becoming a man though a Journey for love, relationships play a key role in the plot. Temptation sent the main character Tristan on a Journey that will change the course of his life. Tristan eventually finds the fallen star and the relationship between Yvaine and Tristan has begun. Tristan and Yvaine learn many things along their Journey especially while meeting Captain Shakespeare.The things they learn from Captain Shakespeare are that, there are ifetimes to build seconds to destroy, Tristan becomes a man and they both learn that true love is right in front of them. Tristan's lust towards Victoria has sent him on a Journey to find the fallen star, which has fallen on the other side of the wall, a place where people from England are not to cross. When Tristan finds the star, Yvaine, he takes her on the Journey back to the wall. Eventually after a period of time they end up in the clouds where they are picke d up by the terrifying captain Shakespeare.Captain Shakespeare is a man iding something else, something that he wouldn't show someone he doesn't trust, hiding the fact that he has a very soft side. He devised a way to get Tristan and Yvaine to the wall. During that time he shows Tristan how to fght and Yvaine to waltz, the whole time trying to hide this soft side he has, even though he is overflowing with joy. He reveals to Yvaine about the known fact that she is a star since she has been glowing brighter every day and he thinks he knows exactly why. This mentor to pupil relationship is one that relates to many different things, such as the kids learning rom their parents.The second thing these two learn from Captain Shakespeare is that there are lifetimes to build and seconds to destroy. This means what it sounds like, one has a whole lifetime to build a reputation for them, while yet there are seconds to destroy. Captain Shakespeare is a fine representation of this for he himself has a very large, and inaccurate, reputation to proceed. Being the captain of the Sky vessel and son of the legendary Captain Ghostmaker, he is known as a blood thirsty killer who is tough as nails.He chose his name Shakespeare because of the English poet and playwright, but his crew sees it as â€Å"shake spear†, or shaking a spear. Under his tough exterior captain Shakespeare could be called a â€Å"softy', he likes to dress up as a woman sometimes to express his true feelings. He will later be caught in the action by Prince Septimus, one of the 2 remaining princes attempting to track down Yvaine, the fallen star. Captain Shakespeare's crew, after chasing Septimus off the vessel, sees him dressed up as a woman with makeup on and says that they all knew he was whoopsie.They wouldn't have viewed as anything different then as their captain no matter how he was, which also shows that reputation isn't exactly everything. The last thing that Captain Shakespeare teaches Tristan i s that love is right in front of him. Tristan originally went to find the star for the girl of his dreams Victoria, she gives him a week to find the star and bring it back to her or she will marry Humphrey. Victoria wants to â€Å"bought† for her love and when Yvaine asks Tristan to tell ner some more about Victoria Tristan nas no more to say about her.He never ully realizes what he has in front of him until he meets Captain Shakespeare. Shakespeare has seen Tristan and Yvaine grow to be different from the people that arrived on the vessel at the beginning of their Journey. Tristan now has long hair, a sword and the skills to go with the sword. Yvaine is no longer in a bathrobe and has learned to waltz. The two have changed into bigger and better people. During the time in which Yvaine and captain Shakespeare are dancing Tristan takes Yvaine away from Shakespeare and dances with her, as they dance she begins to glow as she miles and laughs at things Tristan says and does.This makes captain Shakespeare smile. Before the two leave captain Shakespeare gives Tristan a thing of lightening and a whisper, in which he said that Tristan's true love is really right in front of him obviously what he was saying, is that Yvaine is his true love. This in turn, turns out to be true for Tristan and Yvaine become married and Tristan becomes king. Captain Shakespeare teaches Tristan 3 main things that love can sometimes be right in front of you, that there is a lifetime to build and seconds to destroy, and shows and eaches Tristan how to become a man.Tristan and Yvaine become married and Tristan learns who his mother really is. In Tristan becoming a man he goes to Victoria and instead of throwing the rock at his window, a childlike thing to do, he knocks on her door to tell her that he doesn't want be and she needs to grow up. Then as he is leaving stands up to Humphrey and proves even more that he has grown into something more. This is how Tristan and Yvaine grow into d ifferent people through the wonderful shaping hands of Captain Shakespeare.

A Comparison and analysis of Employee Relations in Great Britain and Greece

A Comparison and analysis of Employee Relations in Great Britain and Greece Introduction In recent years, the labour market in United Kingdom has recorded exceptional performance compared to other nations. The increase in employment opportunities, coupled with robust labour market policies has significantly reduced the unemployment levels by about 1 million people.Advertising We will write a custom report sample on A Comparison and analysis of Employee Relations in Great Britain and Greece specifically for you for only $16.05 $11/page Learn More In addition, the real annual wages growth in the private sector and public sector has increased by 2.75% and 2.5% respectively (Fitzner, 2006, p.6). It is now over three decades since the Donovan Commission concluded that workplace unionism acted as â€Å"lubricant not an irritant† with respect to the management of employee relations (Bryson, 2005, p.1111). It is worthy to note that employee relations is subject to structures and practices that underline the relationship between worke rs and management including the work experiences of individuals (Oysterman, 2000, p.64). The managerial opinions with respect to management-employee relationship will vary from views of non-managerial employees for several reasons (Bryson, 2005, p.1111; Capelli and Neumark, 2001, p.738) First, HR managers are limited with regard to airing their criticisms than other workers since they are officially responsible for employment relations. Second, the interests of non-managerial employees may be dissimilar from those of managers resulting in a diverse evaluation of the management-employee relationship. Third, the decisions made by managers are based on dissimilar information than workers. Fourth, managers and workers may hold different viewpoints which might make them assess the information in dissimilar ways (Bryson, 2005, p.1112). For instance, a manager in favour of unitarist point of reference may construe an employee protesting as a mere â€Å"letting off of steam†, and tha t the employee will resign from his/her position if he/she feels frustrated (Bryson, 2005, p.1113). On the other hand, an employee with a pluralist frame of reference may infer the same protest as a manifestation of moribund employment relations 2005, p.1113). This report will therefore evaluate and compare employee relations in Great Britain and Greece. Emphasis will be given to the legislative as well as the social processes adopted in both countries to manage employee relations Employee Relations Strategies in Great Britain The public policy discussion on social partnership has in recent times been focused on United Kingdom’s industrial relations. After the Labour Party was elected to the office in 1997, the government’s Employment Relations Act and ‘Fairness at Work’ programme brought about unprecedented rights for employees as well as unions.Advertising Looking for report on business economics? Let's see if we can help you! Get your first pap er with 15% OFF Learn More The government’s goal was to substitute the impression of disagreement between employees and their employers with a long-term partnership between the two. This new public policy structure compels managers to incorporate unions into the decision-making process (Bacon and Storey, 2000, p.407). Partnership in Industrial Relations The contemporary debate on employer-employee relationship has developed against the backdrop of contraction in combined industrial relations (Bacon and Storey, 2000, p.408). This situation has been made manifest in a number of ways, especially, the overall decline in union appreciation, from 65% to 45% between 1984 and 1998 respectively. For example, there were no unionized employees in 47% of workplaces in 1998. This is a reflection of the significant alteration with regard to the landscape of British employment relations which has produced a â€Å"representation gap† (Bacon and Storey, 2000, p.408). A good number of employees have consequently been denied effective representation thereby triggering public debate with respect to the role of public policy to address this impasse (Bacon and Storey, 2000, p.408). In spite of the fact that majority of unions have withdrawn from many workplaces; managers have also scaled down the importance attributed on joint agreements in those situations where trade unions remain relevant. According to the findings of the Workplace Employee Relation Survey carried out in 1998, â€Å"there is an even deeper ‘hollowing out’ of agreements†¦even where union representatives are present (Bacon and Storey, 2000, p.408). In 50% of the workplaces with employee representatives, there were no concessions taking place over any matters. It is against this backdrop of the waning influence of unions that recent public declarations have sought to promote the concept of partnership approach with respect to industrial relations among all relevant p arties (Bacon and Storey, 2000, p.408; Capelli and Neumark, 2001, p.738). However, the inherent ambiguity of the term, partnership, remains the central issue in light of industrial relations in Britain. For example, the interpretation of the term partnership by one party may significantly differ from that of another party (Bacon and Storey, 2000, p.409). Another issue pertains to the commitment of the managers and unions with respect to the new forms of relations that involve closer collaboration. It is worthy to note that there are dissenting opinions at the centre of both Trade Union Congress (TUC) and Confederation of British Industries (CBI) with regard to whether partnership is the best option for industrial relations. For example, the CBI is against the government concept of social partnership while TUC is in favour of membership growth with respect to industrial relations (Bacon and Storey, 2000, p.410).Advertising We will write a custom report sample on A Comparison and analysis of Employee Relations in Great Britain and Greece specifically for you for only $16.05 $11/page Learn More Both the unions and managers may not consider a partnership agreement as the first choice. For instance, at United Distillers, â€Å"de fact de-recognition† was the alternative for unions (Bacon and Storey, 2000, p.410). In such situations where distrust is prevalent, partnership agreement may not be the best option to enhance relations between unions and managers. What’s more, the future for this approach (partnership) is entirely subject to what it can deliver. If the partnership approach diminishes labour unions’ influence with respect to decision-making processes, then the passion for this approach is likely to diminish (Bacon and Storey, 2000, p.410). The Role of Employers’ Federations Both private and public employers’ in the Great Britain are organized in dissimilar ways. The importance each association le nds to employee relations varies in terms of the scale of unionization in its particular sector, the type of the industry it represents as well as the tradition in the sector. It is common knowledge that those associations that are particularly concerned with employee relations include those firms that employ semi-skilled as well as skilled workforce in regions where the prevalence of a single industry (for example, printing or engineering) is high (Gennard and Judge, 2005, p.152). There are three types of employers associations in Great Britain: National federations-such as the Engineering Employers Federation (EEF) to which local employers’ associations are allied. Single confederations- i.e. British Ceramic Confederation- with national membership. Single national associations; for example the British Printing Industries Federation (BPIF). This federation (BPIF) is split into six distinct areas to facilitate representational and administration activities (Gennard and Judg e, 2005, p.153). Employers’ federations comprise of varying sizes of companies, from the smallest to the largest. It is important to mention that employers’ organizations have been in existence since time immemorial. Nonetheless, some evidences suggest that the eminence and influence of employers’ organizations has diminished in recent years. For instance, according to the Workplace Employee Relations Survey done in 1998, the role of employers’ bodies, in their capacity as regional negotiating associations as well as sources of information and advice, has significantly declined since 1980s. This pattern is a clear indication that there has been a general trend for management to be taking up accountability for their employee relations (Gennard and Judge, 2005, p.153). Nonetheless, a substantial number of employers’ federations continue to engage in joint agreements at national level. In addition, national agreements, such as in paper manufacturing, general printing, electrical contracting, road haulage and constructions still exist in private sector.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More What’s more, pay arrangements are still prevalent for physicians and nurses in the public sector. For example, the National Association of Health Authorities and Trusts (an employers’ association) offers evidence to the relevant pay review body. However, in most industries, national agreements have waned since the percentage of workers represented in collective negotiations declined from 70% to 40% between 1994 and 1998. National accords tend to be prevalent in industries controlled by small-scale firms that operate in labour markets characterized by extreme competition. For these firms, which lack sufficient resources to set up a personnel function, the national agreement is still considered as the best option for offering an employee relations infrastructure to the industry via the processes (e.g. complaints disputes) enclosed in the agreement (Gennard and Judge, 2005, p.153). The Role of British Advisory Conciliation and Arbitration Service (ACAS) Since its initiat ion, one of the key functions dispensed by ACAS with respect to employee relations is pacification in tribunal claims. ACAS officers obtain information relevant to claims from tribunals and then engage the parties to evaluate the possibility of a settlement. The fact that most of the claims do not proceed to a full hearing is a proof of their success in this regard. Prior to the establishment of the rules of procedures in 2004, the tribunal office would take up the responsibility of making plans for the hearing regardless of what ACAS was doing to address the matter. As it stands now, the role of ACAS with regard to conciliation is restricted to a set period in all except equal pay and discrimination cases. There will be short and standard conciliatory periods of seven and 13 weeks respectively. The first (short) conciliation period will purely apply to claims related to money. These will include infringement of contract as well as statutory redundancy payments. The second (standard ) period will cover all disputes that do not fall into the short payments. The main purpose of the time limits is to assist the concerned parties focus their minds on reaching an amicable agreement before the tribunal hearing date. Nevertheless, this may be unfavourable to all parties given that ACAS intends to apply them firmly. Nonetheless, it is worthy to appreciate the fact that it is usually in the days preceding the tribunal inquiry date that an agreement between the concerned parties is reached. If such a situation happens, the role of ACAS in conciliation is rendered irrelevant (Gennard and Judge, 2005, p.115). In 1971, the Conservative government enacted unfair dismissals law, as part of the Industrial Relations Act; in light of the International Labour Recommendation (ILO) No. 119 [1963] which is addresses termination of employment. The law restricted the right of the employer to terminate employment without payment or by legal notice. The employer bears the burden of proo f to provide reasons for dismissal. The reasons provided must be solid enough to demonstrate that the employee was redundant or violated some statutory requirement to justify his/her dismissal from holding the position in question. In some cases, the tribunal has to establish whether the discharge was fair or not in light of the reasons provided by the employer. Control over employments has been de-personalized in a manner that the employer can only sack an employee after the due procedure of the labour law is followed. In addition, there is a swift option for an aggrieved worker who can submit his/her complaints to an employment tribunal within 90 days after his/her dismissal. According to the law, the successful employee may be issued with an order of re-engagement or reinstatement (Hardy, 2011, p.161). Employment Relations in Greece According to the World Bank’s report titled, Doing Business 2009, Greece is ranked at position 133 in the world. This report examines and rank s business regulations in 181 economies by employing 10 stages of a business. One of the criteria used in these rankings is employee relations and it is against this backdrop that Greece was ranked among the poorest countries (Ioannou, 2009, p.13). It is thus important for managers in Greece to focus their attention on the crucial details of the national regulatory approach that applies to industrial relations. An important aspect within the national approach is the employment relations and the regulatory structure for the labour market in Greece. In many instances, the national employment relations and labour market in Greece appears as a present-day labyrinth due to the country’s specific factors. For example, the labour market regulation approach in Greece, although increasingly shaped by the European Union (EU) practices and legislations, still remains national. In addition, the regulation systems are disjointed and the appropriate legislations are not well coded. Whatâ⠂¬â„¢s more, there is insufficient information (in English language) about employment regulations in Greece. It is worth to mention that, under circumstances, it becomes extremely difficult for managers (especially foreign managers) to administer the best HR practices and cope with employment regulations in Greece (Ioannou, 2009, p.13; Laursen and Foss, 2003, p. 243). Trade Unions in Greece The first trade union in Greece was formed by carpenters and shipbuilders in 1879. In the same year, the first labour strike took place. In 1882, the second strike occurred in Athens and Pireaus. At present, the financial makeup of the labour market in Greece is extremely disjointed as a result of the prevalence of small and medium sized enterprises (SMEs). As of now, there are two confederations that represent the Greek trade union at the highest level (Lanara, 2007, p.10). These are: the Confederation of Public Servants (ADEDY); and Greek General Confederation of Labour (GSEE). The managerial s tructure of the trade unions in Greece assume a form of pyramid comprising of three levels of representation: primary level (regional, company or craft unions); secondary level (sectoral federations and local labour centres); and tertiary level (national confederations including ADEDY and GSEE). Membership of trade unions is dissimilar between the public and private sectors because the latter is dominated by SMEs-i.e. 97% of small enterprises employ less than 20 workers. There are three employer organizations that play a key function in the industrial relations in Greece: General Confederation of Professional Craftsmen and Small Manufactures of Greece (GSEBEE); National Confederation of Greek Trades (ESEE); and Hellenic Federation of Enterprises (SEV) (Lanara, 2007, p.10). Collective Bargaining Employers’ federations and trade unions control their own relations in Greece and this right is protected by the Greek Constitution. All the terms and conditions related to employment are enshrined in the constitution and augmented by joint accords between the concerned parties. If such agreements fail to materialize, they are consequently referred to relevant arbitration organizations. Currently, the law [1876/1990] has replaced and greatly adjusted the older restrictive framework to facilitate joint agreements. The law lends credence to the decentralization of negotiations, freedom of collective accords as well as non-state interference in dispute settlement. Furthermore, the law offers five categories of joint agreement: local occupational; national occupational; enterprise; industries; and national general. Labour unions and/or employers federations not bound by any accord have the option to implement it. Occupational as well as industry-level agreements may be enlarged and enforced to all employees in Greece (Lanara, 2007, p.13). The law distinguishes joint agreements in Greece into several classes. The EGSSE establishes the minimum salaries and wages for em ployees in Greece. Sectoral joint agreements enclose workers of various companies and signed by sectoral associations of employers and workers (Laursen, 2002, p.141). The national occupational and regional/local occupational joint agreements are signed by occupational trade unions and employer associations. GSEE usually invites employers’ associations to the bargaining table to sign a new EGSEE which is valid for a two-year period. Issues related to salaries and wages as well as non-salary matters are also incorporated in the EGSSE. When disagreements emerge, the Organization for Mediation and Arbitration (OMED) is usually invited to arbitrate (Lanara, 2007, p.13). Wages and Working Time Developments The National General Collective Labour Agreement (NGCLA) signed between the top employers’ federations and the Greek General Confederation is the most critical instrument used to regulate employment terms and conditions in light of the free collective negotiations (Kousta, 2011). NGCLA’s political and institutional clout stems from its legally binding attribute, which encloses all forms of employment relations in the wider private and public sectors. In addition, the NGCLA also includes the public services for all subordinate employees as well as the ever-wider participation of the social partners in social and economic developments (Lanara, 2007, p.14). The minimum wages stipulated by NGCLA at national level in Greece is  £ 679. The minimum wage does not vary for different categories of employees. Nonetheless, the total wage of an employee is determined by other criteria such as education level, family status and period of employment. It is also important to mention that the legal working time for all employees is 40 hours per week. The NGCLA also plays a key role in the social and economic sphere of Greece since it sets the minimum salaries and wages for employees. In other words, NGCLA sets a guaranteed level of wages for all employees, e stablishes minimum levels of general welfare protection as well as the guidelines for sectoral joint labour accords. The constitutional right to joint negotiation which is enshrined in law [1876/90] also covers all employees engaged in a private-law employment agreement by foreign or local employer and operation of the public or private sector of the economy. This comprises individuals employed in stock-rearing, agriculture, as well as domestic workers (Lanara, 2007, p.14). In addition to joint negotiations, social discussion between NGCLA and national employer federations is an integral part of consultation and participation. National institutions and social dialogue procedures in Greece have made significant strides within the context of the community directives on adaptation and seeking agreement on the European Union policy guidelines. Given the prevalence of a feeble tradition for social dialogue in Greece, all the main political organizations and social partners have concurred on the need to promote and encourage social dialogue. The need to implement the EU’s social policy has promoted collaboration among major bilateral organizations. The justification was to strengthen weaker facets of industrial relations systems in Greece, especially in areas such as lifelong education, career training as well as safety and health at workplaces (Lanara, 2007, p.14). The adoption of EU Support Frameworks and especially ESF (European Social Fund) has significantly played a key role with regard to the development and sustenance of social dialogue institutions and procedures. The establishment of Hellenic Institute for Occupational Health Safety (ELINYAE) is one such institution that emerged from the accord between employers’ federations and GSEE. This accord was reached, in light of the 1991 General National Collective Labour Agreement (GNCLA), to create an establishment that can offer scientific and technical assistance to safety policies, hygiene and wo rk health. The effectiveness of social partner collaboration is evidenced by the attainment of the training needs as well as the financial and logistical support provided for national training institutions and procedures (Lanara, 2007, p.14). Conclusion There is no doubt that both Great Britain and Greece face numerous challenges with respect to employee relations in their respective countries. Nonetheless, both governments have made significant efforts to ensure that the social and economic needs of employees are addresses in appropriate ways. In recent years, the labour market in UK has achieved exceptional progress in relation to other nations. Employment opportunities have increased while the real annual wages in the private and public sector has risen by 2.75% and 2.5% respectively (Fitzner, 2006, p.6). Furthermore, the government’s Employment Relations Act and ‘Fairness at Work’ programme given new rights for worker and unions (Bacon and Storey, 2000, p.407 ). In spite of the fact that Greece is ranked among the poor countries in terms of labour policies and practices, the government has made significant legislative and social policy changes to improve labour relations in the economy. some organizations have been established to champion for the rights of employees in Greece. For example, the National General Collective Labour Agreement (NGCLA) signed between the top employers’ federations and the Greek General Confederation is the most critical instrument used to regulate employment terms and conditions in light of the free collective negotiations (Laursen, 2002, p. 64). All the terms and conditions related to employer-employee relations are enshrined in the constitution and augmented by joint accords between the concerned parties. Reference Bacon, N. Storey, J. 2000, New Employee Relations Strategies in Britain: Towards Individualism or Partnership? British Journal of Industrial Relations, 38(3), 407 427. 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J. 2003, New human resource management practices, complementarities and the impact on innovation performance. Cambridge journal of Economics, 27, 243-263. Laursen, K. 2002, The importance of sectoral differences in the application of complimentary HRM practices for innovation performance. International Journal of Economics of Business, 9, 139-156. Oysterman, P. 2000, Work reorganization in an era of restructuring: Trends in diffusion and effects on employee welfare. Industrial and Labour Relations Review, 74, 61-80.