Cookies Essay - 872 Words

Ice cream, cookies, cake , candy, or just plain chocolate—whatever it is, we all have our vices. Mine are cookies. Specifically, thick, soft, buttery cookies like what you might find in a bakery, and one of my favorites are snickerdoodles. Theyre a classic, right up there with chocolate chip, sugar, peanut butter, or oatmeal raisin cookies. And you know what? You dont even have to go out and buy them. You can make them at home, and I can show you how. Regardless if youre cooking or baking, the first thing you should do is read the recipe youre following. You want to make sure that you not only have the ingredients on hand, but enough to make the recipe. Secondly, you need to consider how many people youre serving. Do you wat a small†¦show more content†¦This serves a couple purposes: the sugar is distributed throughout the butter, and allows it to dissolve into the butter. Additionally, as you beat the butter and sugar together, youre incorporating air into the batter, giving our cookies a lighter, fluffy texture. The air pockets in the cookie dough are poor heat conductors, meaning that they help insulate the dough and slow down the rate that the butter and sugar melt (Parks). Ideally, butter thats room temperature should be used for this process. Its not only easier to mix, but theres a science behind it. Butter thats too cold doesnt mix well and doesnt get enough air bubbles. Using melted butter will get air bubbles in the batter, but will collapse and make the cookies thin (Robbins). After the sugar and butter have been beaten into a fluffy paste, add the eggs and mix well. In a separate medium sized bowl, you add the dry ingredients: 2  ¾ cups flour, 2 tsp. Cream of tartar, 1 tsp. Baking soda, and  ½ tsp. Salt. These are whisked together and mixed separately. When you mix the dry ingredients separately, you ensure that the soda, salt, and cream of tartar are evenly distributed. Mixing wet and dry ingredients separately allows each set to be mixed thoroughly on its own and combined together with little mixing. In most cases overmixing creates a tough texture. Dry ingredients should be added gradually. After the dough is mixed, you need to let it rest and chill inShow MoreRelatedEssay on Kristens Cookies1009 Words   |  5 Pagesprovide fresh cookies to hungry students late at night. Evaluation of the preliminary design for the company’s production process will be required in order to make key policy decisions, including what prices to charge, what equipment to order and how many orders to accept, and to determine whether the business can be profitable. i) Identify the items, resources, and the tasks. Draw a process flow diagram for this process. Items: Cookie Ingredients Cookie Dough Baked Cookies Resources: Read MoreEssay about An Exposition on Peanut Butter Cookies554 Words   |  3 PagesAn Exposition on Peanut Butter Cookies Have you ever tried to bake peanut butter cookies, and for some reason they were a complete flap because they were dry and crunchy, too moist and crumbly, or perhaps they had a terrible taste? Well, I have discovered this cool new recipe and I have never failed at making them. Have no fear, the ultimate peanut butter cookie recipe is here. We will need the following ingredients: 1c. of brown sugar, 1c. of white sugar, 1c. of margarine or butter, 1c. ofRead MoreCookies Essay721 Words   |  3 PagesI will make a bunch of cut-out cookies for my boys using my Grandma Christy’s cut-out cookie recipe. These are the best tasting cookies that I have ever had and they brought so much joy to my children yearly that I thought why not make these for others to enjoy too! 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We also use cookies for other purposes, such as to betterRead MoreEssay on Ethics of Cookies1279 Words   |  6 PagesEthics of Cookies eth ·ic 1 plural but singular or plural in construction : the discipline dealing with what is good and bad and with moral duty and obligation 2 a : a set of moral principles or values b : a theory or system of moral values lt;the present-day materialistic ethic c plural but singular or plural in construction : the principles of conduct governing an individual or a group lt;professional ethics d : a guiding philosophy HTTP cookie lt;World-Wide Web A packet ofRead MoreGrandma’s Sweet Peanut Butter Cookies Essay917 Words   |  4 PagesHave you ever ate one of your favorite foods so much, that every time you reunite with them, it feels like your first time. Well that’s me with my delicious Grandma’s sweet peanut butter cookies from scratch. No matter how many times I eat them it always feels like their new to my taste buds. I will never forget the day my taste buds was in for a surprise. As I approach the turn to my Grandmothers house, my stomach turns in the anticipation of the perfectly sweet peanut butter cookie smellRead MoreHome-Style Cookies Essay1246 Words   |  5 Pagesinto a computer which determines the correct amount of ingredients needed to produce the order. The ingredients are transferred into the mixers then to a cutting machine. The cookies are then transferred to an oven then to a cooling rack. After the cookies are cooked then they are manually packed. Lastly the packaged cookies are labeled and sealed. 2. What are two ways that the company has increased productivity? Why did increasing the length of the ovens result in a faster output rate? 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They both are distinct in their individual means of ingredients, cooking and traditional settings for consumption. There are very few things you can do to ruin a simple chocolate chip cookie if you follow

The Internationalisation Process Of Nigerian Firms Essay

Contribution to Knowledge The internationalisation process of Nigerian firms took different path. The manufacturing had invested in a close distance country where market opportunities are identified and other had initial expansion abroad was to follow their Nigerian customers that were present in the neighbouring country. 1. Theoretical Contributions The findings indicate the internationalisation process of Nigerian firms deviate from the main stream theoretical claim such as Uppsala model. It can be said that Nigerian firms internationalise to close proximity country not close psychic distance in their early stage of their internationalisation as they follow their clients to render services across border. Proximity not due to Psychic Distance as alleged in Uppsala Model but to the presence of home countries customers presence in the host countries. Home institution factors had also play a role in the rapid growth of the firms due to the recapitalisation requirements by the Government and this allow the firms to bring in capital and to utilise that capital wisely and embark in foreign expansion. (OLI) The recapitalisation and stock listing gave the firms more resources and capacities to be in a better position to compete better in a foreign market this is in line with Ownership capabilities of OLI theory, 2. Literature Contribution: This study contribute to knowledge to fill the gap in literature as bringing understanding in to on-going debate on (EM)Show MoreRelatedThe Internationalisation Process Of Nigerian Firms907 Words   |  4 Pagesthe internationalisation process of Nigerian firms empirically as this is one of the few studies that have taken this approach in the context of the study using seven case firms. 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The firm’s evolution, expansion and internationalisation is an example and a proof of a good government economic policy that propelled a visionary businessman with entrepreneurial abilities to build one of the largest†¦multinational firm in SSA (Interviewee Alpha_g1 September 2015). The firm’s domestic expansion had contributed to a large extent to the increased levels of industrial development and the economic growth of

Benchmarking and Evidence Human Resource Practises

Question: Discuss about the Benchmarking and Evidence for Human Resource Practises. Answer: Human Resource Management Employees are the primary stakeholders of every operational business institution, they form part of the organization that plays a key role in ensuring that the organizational objectives, mission, and vision are achieved. Competitive advantage between the retails institutions and the large firms are determined by the commitment of the employee to their job functions and responsibility, customer satisfaction is also one of the essential aspects that expresses the importance of employee in an organization. Consequently, retail organizations find it difficult to recruit qualified employee that they will ensure high performance. The solution on this arising issue affecting the retail industry is using the strategic management system which consists the essential elements of human resource management which will ensure that the organization is steering towards improving in production, growth and increasing in profit making. Benchmarking is a vital aspect of human resource management in an organization. It is the technique that that uses quantitative or qualitative, to measure the performance of an organization against the different human resource aspects. It is also defined to be the process of conducting a study and adoption of the best human resource practices, such as recruitment, motivation, and employee retention(Mathis, 2016). While evidence-Based Human resource management practices are also the fundamental component of human resource management, it refers to the process of using the existing evidence within the human resource department to make a decisive decision that has positive impact impressing the importance of human resource in the organization. Benchmarking as the human resource aspects could be used in HR department in generating evidence based on work history and the current evidence(Aveyard, 2009). Performance Improvement Retail organization in a business environment strive towards achieving their goals and objectives with less limiting factors, basically, this implies the application of strategic management system which when applied they positively affect the operation of the business, and thus promoting the performance of the retail industry in a business environment(Mello, 2014). According to the paper objectives, talented employees are considered to improve their performance and that of the organization, this is because of the passion they have for their job functions in the organization. Performance improvement state's talent as a factor which is used by management in job designing(Schultz, 2015). Benchmarking and evidence-based practices provide the assumption of improvement in the performance of both employee and business enterprise in general. Benchmarking has authenticated the evidence which gives rise to the functionality of the evidence-based human resource practices. The strategic management tool allows the top managers to evaluate their employee performance in the organization, thus enhance competitive advantage to the organization. The high-performance standard is also enhanced by the evidence-based human resource practices(Von Rosing, 2014). While recruiting, evaluating and retaining employees in the organization, the organization used the existing evidence to identify those employees who have to qualify for the top position in the organization. Motivation Motivation in human resource is embraced to be the key factor of benchmarking and evidence-based practices human resource practices. It is defined as the strategic management practices that the managers in an organization impose to the employee, this gives the reason as to why employee work in a particular manner that impresses increase in productivity. Benchmarking and evidence-based human resource practices act as the framework of promoting the motivation aspects in the organization. In the retail industry, motivation acts as the pillar of the organizational success in achieving the set goals and objectives(Aveyard, 2009). While conducting benchmarking, employee tends to be acting towards recognizing in relation to the expertise and skill which one has in relation to specific areas of specialization. The importance of evidence-based human resource practices relies on the data obtained during the process of benchmarking(Mathis, 2016). The organizational management in retail industry uses motivation as a factor which is vital in business process re-engineering, employees and top management take talent as an element which contributes motivation to their jobs in the organizations. Decision makings Benchmarking and evidence-based human resource practices are the fundamental strategic management tools which form part of the decision made by the organization while improving its performance. The human resource decision making requires that the managers and other top organization officials should consider taking the assumption of existing evidence in relation to the objectives of conducting benchmarking process(Dulebohn, 2013). The applications of Evidence practices in the retail industry increase the top management ability to make significance decision which has an impact on the organization operations. The decisions made by the top management in relation to employee performance and their decision towards the organization operation are based on the research conducted and the date obtained from the benchmarking process(Dulebohn, 2013). Implementation of evidence-based human resource and benchmarking practices play a pragmatic role while making the decision relating to the managemen t of the available resource. Management of an organization makes decision which takes into account the data obtained from auditing of asset and general organizational auditing(Marler, 2013). Lowering Labor Costs Labor cost comprises the expense that the organization in retail industry incur while embracing the staffing process. Strategic management tools form the foundation on how the organization can reduce and lower the cost to be incurred while recruiting and retaining qualified employees(Lange, 2013). Benchmarking and evidence-based human resource practices are the essential strategic human resource management system which is used by the organization to employee new and qualified employees and retaining the existing staff. Lowering labor cost implies the evaluation of employee performance based on their expertise and skills, an organization should consider the information the applicant is having as the recommendation from other organization. The recommendation provided by the other organizations explains the performance of an employee, this acts as the evidence which could be used during the recruitment process, this reduces the cost of labor and recruitment. The applicant will receive their wages and salaries based on the skill and expertise(Baron, 2007). The organization who evaluate and analyses applicant skills and expertise tends to reduce the labor cost which should have been incurred while training and conducting orientation programs. Better informed practitioners The strategic management system in the human resource are the main aspects which built professional employees in an organization. Business enterprise in the retail industry has the responsibility of using benchmarking as an aspect which will allow the employment of well-informed human resource professional who will deliver the objectives of an organization(Mathis, 2016). Competitive advantage in retail industry embraces the significance of evidence-based human resource practices, this is implied by the fact that the organization gets to employee staff members who realize their responsibility and function in the organization. Retail organization management has the obligation of making sure that employee the talented employee who will ensure that they work in accordance with the organizational frameworks. When employees are benchmarked and are identified to have qualified expertise in specific areas, the organizations are obligated in ensuring that they take advantage of business restr ucturing process and talented employees(Baron, 2007). Conclusion Development of retail industry in business environment takes the assumption of different essential aspects, where the strategic management tools are the primary aspects. Benchmarking and evidence human resource practices are the main strategic management tools used to impress the purpose of the paper. However, talent is a primary factor that operates in all aspect of human resource management in an organization, talent related to the passion which employee have towards their jobs and responsibilities in the organization. The significance of benchmarking and evidence-base practices is centralized around the talent that the employee has while performing their job functions. References Aveyard, H. a. (2009). A Beginners Guide to Evidence Based Practice in Business . Baron, A. (2007). Human capital management: achieving added value through people. Kogan Page Publishers. Dulebohn, J. H. (2013). Human resource metrics and decision support: A classification framework. (Vol. 1). Human Resource Management Review. Lange, T. (2013). Evidence-based HRM: a scholarship perspective with a difference. In Evidence-Based HRM: A Global Forum for Empirical Scholarship (Vol. 1 ). Emerald Group Publishing Limited. Marler, J. H. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review,. Mathis, R. L. (2016). Human resource management. Nelson Education. McKenna, E. F. (2008). Human resource management: a concise analysis. Pearson Education. Mello, J. A. (2014). Strategic human resource management. . Nelson Education. Schultz, C. . (2015). Reinventing HR: Strategic and Organisational Relevance of the Human Resources Function . Knowres Publishing. Snell, S. A. (2015). Managing human resources. Nelson Education. Von Rosing, M. V. (2014). The complete business process handbook: body of knowledge from process modeling to BPM . Morgan Kaufmann.

Swissair alliances case study free essay sample

The Swiss Air Transport Co. Ltd. , was founded in 1931 to fly between Switzerland and a handful of central European locations. By 1949, the company had become the Swiss flag airline, and had inaugurated long-haul intercontinental service over the North Atlantic. By 1970, Swissair also served destinations in Asia, Africa, and South America. In 1990, Swissair was among the top 20 airlines in international revenue-passenger-kilometers flown and among the top ten in international passengers carried. The carrier had revenues of $2. 2 billion in 1989, with strong enough cash flow to self-finance between 50% to 100% of its expenditure for aircraft and other capital equipment each year. It owned several subsidiaries, including two charter airlines and the largest travel agent in Switzerland. Unlike many of its European competitors, Swissair was not owned by the national government. Only about 22% of its equity was owned by various Swiss authorities. Swissair’s main hub was Zurich’s Kloten airport with European traffic also routed through Geneva. We will write a custom essay sample on Swissair alliances case study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page About 7 million people lived in Switzerland, Its two major cities, Zurich and Geneva, were important global business and financial centers, helping Switzerland become the wealthiest nation, per capital, in Europe. Switzerland’s gross domestic product was forecast to reach nearly $175 billion in 1990, having grown steadily at between 2% and 3% per year over the previous five years. Labor markets were extremely tight in Switzerland during the period, with unemployment as low as 0. 5%. Despite this, Swiss inflation was low and stable; prices rose an average of 2% per year in the 1908s. Although Switzerland had not joined the European Community (EC), almost 60% of imports and over 70% of exports were traded with the European neighbors. Swissair’s route structure in 1990 consisted of flights to over 100 destinations. Most flights were â€Å"short hauls† within Europe (Swissair carried 5. 9% of European traffic in 1990) but it also flew to destinations on every continent except Australia. Government approved prices for short haul flights between Western Europe and Switzerland were among the most expensive in Europe. Swissair concentrated on attracting international business travelers. Despite high fares, 5. 4% of passengers travelled first class on Swissair, compared to 2% for the average European airline. Similarly, 38. 5% of Swissair’s passengers flew full fare economy, while 34. 8% did so on the average European carries. Swissair repeatedly won awards and strong praise from the air transport and business media for excellence in customer service and overall product superiority. Swissair faced higher wages and operating costs than most other European airlines. The 1000 pilots and flight engineers bargained collectively, as did the 2500 flight attendants. Swissair invested heavily in aircraft maintenance. They sell their planes very young (average age for a Swissair plane was 7 years in 1990, compared to an industry average of 12 years). Like most major international airlines, Swissair also invested heavily in computerized reservation systems (CRSs) during the 1980s; it cost Swissair SFR 20 million (about $16 million) in 1989. In 1989, there were 157 member airlines in the International Air Transport Association (IATA). They transported approximately 858 million passengers in 1989, of which 25% flew internationally. Operating revenues of the world’s airlines had grown 10. 1% annually between 1984 and 1989. Reaching $182. 5 billion in 1989. In fact, by 1990, limited global deregulation became a reality: governments of many industrialized nations in Europe and Asia were loosening restrictions on operating rights and fare pricing, while retaining regulation of traffic safety and security. Swissair’s management viewed its primary competition as large quality-oriented European firms. They were Air France, Lufthansa, British Air, KLM, and SAS. The European Community passed the single European Act in 1985, they set in motion plans to integrate the area into a single, unified trading zone, with reduced regulation by the end of 1992. They will have a home market of 350 million, compared to our seven million. Negotiations on tariffs, market access, and capacity will be lopsided and we will be over a barrel. In March 1989, Swissair and Delta signed an agreement for transatlantic cooperation. Swissair and SAS signed a cooperation agreement which led to the formation of the European quality alliance with Austrian Airlines and Finnair in October 1989. II. Environment Analysis A- General Environment GENERAL ENVIRONMENT FORCES OPPORTUNITIES THREATS Socio-demo-cultural 1. The customers are willing to pay high fares. 2. Swiss inflation was low and stable; prices raised an average of 2% per year in the 1908s. 1. As a small country, Switzerland has 7 million people who lived in Switzerland. Technological 1. Using Computerized Reservation System (CRSs) were the chief methods by which airlines influenced the air carrier selections of travel agents and passengers. Economic 1. Switzerland’s gross domestic product was forecast to reach nearly $175 billion in 1990, having grown steadily at between 2% and 3% per year over the previous five years. 2. Although Switzerland had not joined the European Community (EC), almost 60% of imports and over 70% of exports were traded with the European neighbors. 1. Airlines had almost no leverage vis-a-vis fuel suppliers in the short-term, for airlines had no way to control the price, or their consumption, of fuel. Politico-legal 1. Government approved prices for short haul flights between Western Europe and Switzerland B. Industry Environment ENVIRONMENT FORCES OPPORTUNITIES THREATS Rivalry among competing firms 1. 2. 1. In 1989, there were 157 member airlines in the International Air Transport Association (IATA). 2. Swissair had higher fare compared with other Airlines Economic 1. 3. Operating revenues of the world’s airlines had grown 10. 1% annually between 1984 and 1989. Reaching $182. 5 billion in 1989. 2. In fact, by 1990, limited global deregulation became a reality: governments of many industrialized nations in Europe and Asia were loosening restrictions on operating rights and fare pricing. 1. 2. n. Bargaining power of suppliers 1. 2. 1. Limited bargaining power with aircraft suppliers. 2. C– Internal Environment FUNCTIONAL AREAS STRENGTHS WEAKNESSES Finance 1. Swissair had revenues amounting to more than $3 billion in 1989. The company also had strong cash flows to self-finance its aircraft expenditures and capital equipment. 2. Willingness of its passengers to pay premium fares in exchange for its excellent carrier services were among the main reason for the company’s financial strength. 1. Swissair had low profitability ratios compared with other airlines such as return on assets was 1. 6% and return on equity was 6. 59%. Marketing 1. Strong in marketing poisoning as ‘one of the premier air carriers in the world†. Production Operations 1. By 1949, the company had become the Swiss flag airline 2. Swissair was also undeniably superior as compared to most of its competitors. 3. Provided high quality services. 1. Swissair is mainly short-haul routes; number of long-haul routes is few. Organization and Management 1. Swissair was strong line-up of customer service, technical and maintenance staff (pilots, flight attendants, flight engineers, ground personnel,.. ). 1. High cost structure of its wages and operations. 2. Swissair’s management was also too centralized as all decisions were being made in Zurich. III. Assumptions 1. General environment stability Based on the facts identified in the case study, it would be safe to assume that Swissair was part of a general environment that was relatively stable economically and politically. As part of a country with an unemployment rate that was almost zero percent, a low and stable inflation rate and a profitable business environment, Swissair had all the opportunities to expand its business and go beyond its geographic limits to tap new markets and strengthen its position in its existing customer bases. 2. Industry Growth Prospect The case study facts emphasized the consistent travel demand growth in the airline industry that has been happening for many decades since Swissair was founded. Thus, it would be safe to assume that the industry growth will continuously transpire for many more years and will open up more opportunities for international air carrier companies such as Swissair to expand their business. The travel demand growth will more likely continue as the population expands which will further strengthen the airline industry business. However, more intense competition will more likely be stirred up among the different international air carrier companies. 3. Financial strength of the company During the latter part of 1980s, Swissair had revenues amounting to more than $2 billion dollars. The company also had strong cash flows to self-finance its aircraft expenditures and capital equipment. The strong customer service reputation of Swissair and the willingness of its passengers to pay premium fares in exchange for its excellent carrier services were among the main reasons for the company’s financial strength. One solid proof of the strong financial capabilities of Swissair was its initiative in forming several global and intercontinental alliances with other international air carrier companies. Given these facts, it would be logical to assume that Swissair’s act of establishing global alliances was driven not by the need to become financially strong but to maintain and further establish its financial strength and strong competitive position in the airline industry in the long run. However, Swissair had low profitability ratios compared to other airlines such as return on asset was only 1. 60% and the return on equity was 6. 59%. I. Liquidity Measurement Ratio 1. Current Ratio: CR = Current Assets/Current Liabilities II. Profitability indicator ratios: 1. Return On Assets ROA = Net Income/Average Total Assets 2. Return On Equity Return on Equity = Net Income/ Average Shareholders’ Equity Swissair Delta SIA SAS American United BA Lufthansa JAL 1. Current Ratio 1. 94 0. 56 1. 57 1. 51 0. 60 0. 85 0. 49 NA 1. 16 2. Return On Assets 1. 60% 4. 19% 14. 58% NA 4. 18% 4. 50% 5. 09% 1. 10% 1. 60% 3. Return On Equity 6. 59% 11. 67% 21. 83% NA 12. 08% 20. 72% 24. 45% 3. 78% 7. 24% I. Problem Statement Swissair faced several challenges and obstacles in confronting the new competitive environment that emerged in the early 1990s. The first important issue that Swissair encountered was the global deregulation which drove governments in Asian and European nations to loosen their restrictions on operating rights and fare pricing. The new policy implemented by ASA (aviation service agreement) imposed restrictions on international air carriers such as Swissair in operating within another country’s domestic borders. Through ASA’s new policy, Swissair was no longer allowed to fly and operate domestic flights within the United States (e. g. , flights from New York to Boston) although it maintained international flights from Zurich to any point in the United States and vice-versa. Thus, Swissair’s operations became limited and its profitability was adversely affected. Another significant issue that was faced by Swissair was the rise of a new and more radical political environment in Europe. The European Community’s Single European Act of 1985 brought about political and regulatory consequences on the Swissair operations. Among the important repercussions of this new regulation was the deregulation of the fare pricing structure on all international flights which placed emphasis on deep-discount fares. This huge change in the pricing structure led to profitability issues for the Swissair business. In forming global alliances with other international air carrier companies, Swissair found itself in a precarious position of not knowing whether or not the global alliances it formed will help the company weather the upcoming changes in the competitive airline business environment. II. Alternative Course of Action A. Description of Alternative 1 The Swiss Air Transport Co. Ltd should launch its own airline carrier brand apart from Swissair that offers cheap or discounted international flights to cater to the business travellers who are part of the lower end of the market. Since Swissair has a strong financial position, it has the capacity to finance a new airline brand that would take travellers to and from Europe at more affordable airfare rates. However, Swissair must be cautious of maintaining its premium brand image and its excellent customer service so as to differentiate itself from the new airline brand that its mother company will establish. A. 1. Advantages Creating and launching a new airline brand that offers cheaper international flights to and from Europe to other continents will enable Swissair to tap more profitable markets of business travellers who are searching for a more affordable means of travelling around the world. The Swiss Air Transport Co. Ltd will not be able to violate the European Community’s Single European Act of 1985 which includes provisions for deep-discount fares as it will be launching a new carrier with cheaper international fares. A. 2. Disadvantages It would be require a huge amount of investment for the Swiss Air Transport Co. Ltd. to create and launch a new airline brand that offers cheaper international flights. It may take longer time for the Swiss Air Transport Co. Ltd. to respond to the European Community’s Single European Act of 1985 as it would take years to create and launch a new airline brand. Profitability issues may arise from creating and launching a new airline brand that offers cheap airfare rates. B. Description of Alternative 2 Swissair should focus on maintaining its brand reputation of delivering premium quality and excellent customer service that will justify its high airfare price rates. Swissair must do niche marketing to specifically target business and luxury travellers who are not price sensitive and are willing to pay a huge amount of money for a uniquely superior and one of a kind travel experience. B. 1. Advantages By further improving its brand position, Swissair will be able to build a loyal following of customers willing to pay airfare prices at premium. Swissair will eventually own the niche market of business and luxury travellers who prefer a superior and excellent travel experience. Swissair will be able to further improve its current quality and excellent customer service which will make the travel experience of its customers more exciting, fun and memorable. B. 2. Disadvantages Swissair will encounter cost-structure issues with the European Community’s (EC) Single European Act of 1985 and will be required to renegotiate terms with the European ASAs and the representatives of the EC. Swissair’s customer base will be very limited. Sustaining good profit may become an issue in the long run. C. Description of Alternative 3 Swissair must find a way to overhaul its existing cost structure and cut down unnecessary expenses on wages and operations. The Swissair management must assess all the variables affecting the company’s airfare rates and identify which cost areas it must cut down. C. 1. Advantages By cutting down unnecessary costs, the Swissair management may be able to lower down its â€Å"expensive† airfare rates. Lower airfare rates will enable Swissair to tap additional markets of travellers. Profitability issues may potentially be solved through cost-cutting measures. C. 2. Disadvantages The premium image of Swissair may be negatively affected by the cost-cutting measures. The quality of Swissair’s products and customer service may decline as the management will be focused on cutting down all unnecessary costs. VI. Recommended Alternative and Action Plans Based on the analysis above, alternative No. 3 is the best alternative among three alternatives and it should be chosen to implement. Function area Objective Strategies Timeline Budget Marketing Production To negotiate costs of production of every new aircraft and others inputs purchased by Swissair Ensure that Swissair personnel are able to successfully negotiate production costs for the Swissair aircrafts. Within one year Operation Management To cut 10% cost of operation and management The Swissair management must inform all its operations and marketing personnel of the areas where the cost-cutting measures will be applied. Within one year Finance