Company Analysis And Overview Of Westjet Management Essay

Company Analysis And Overview Of Westjet Management Essay The purpose of this report is to analyse the case study Westjet in 2009: The Fleet expansion decision. The specific objective was to provide a diagnosis of the companys challenges, propose a suitable change management programme. Research was done in the general area of change management and the models available. Recommendations are based on the comparative analysis of the same 1.0 Introduction This report was commissioned by Dr Lee Mathias to analyse the Wesjet case study and provide a diagnosis of the companys challenges and develop a suitable change model. Also, recommendations have been made to manage resistance and ensure that the change is sustained. 2.0 Westjet 2.1 Introduction Westjet, a Canadian airline, which was founded in 1996 by group of Calgary businessmen, operates as a low cost player in aviation industry. The airline has 36% domestic market share in Canada only second to Air Canada, which has 57%. Since its inception the Airline is operating with single fleet model using Boeing 737s with capacity of 119 to 166 passengers. Using single fleet has helped Westjet to significantly reduce its operating and maintenance cost. With the 2008-09 economic crisis, the airline was facing flight occupancy issue in its most of the domestic routes. Lower occupancy has forced Westjet to pull out of Sudburys and Sault Ste market (two of the destinations in Ontario market). With this prospective in mind the airline is looking to add smaller Bombardier or Embraer airplanes with approximately 100 seats to its fleet. Including this type of aircraft will abandon the airlines more than a decade long success strategy of operating with single fleet and implementing this new strategy will be a big challenge for management. 2.2 Change: The airline industry exists in a hypercompetitive environment where organisations are required to change constantly in order to survive and maintain their position in the market (Biedenbach SÃ ¶derholm, 2008). Change in an organisation requires addressing the strategy (what is it that you want to change), skills (what skills, knowledge and abilities are required by the change recipients) and structures (short term and long term organisational tools essential to support the change) (Carter, 2008). Strategies are a means of striving to achieve an organisations mission and vision (Gill, 2003). Increasing the likelihood of success of Westjets strategy for a second fleet would involve answering questions such as What is the change they want to bring about? Is the change appropriate for the organisation? Can this change be implemented successfully? (Bruch, Gerber, Maier, 2005). 3.0 SWOT Analysis Prior to implementing the strategy, Westjet needs to assess the feasibility of the change with the help of an analysis tool such as SWOT. It helps determine whether the organisation will be able to sustain the change or not by analysing its strengths, weaknesses, opportunities and threats. 3.1 Strengths Strong financial standing: At the end of financial year 2008, the airline had a cash reserve of $820 million, which is 80% of its total debt. In addition to this, the airlines debt equity ratio is at 1.09, which is significantly low when compared to industry standards. Customer satisfaction: The airline has gained a significant customer satisfaction because of its ability to provide nonstop domestic flights, which helps its customer make a hassle free journey. For such domestic routes where the flights have occupancy level of 60-65% for 150 seater Boeing 737s aircrafts, smaller Bombardier or Embraer aircrafts can be included in this routes. This will help in improving the load to 90 to 95% and will reduce the cost without compromising on customer satisfaction. Better seat utilisation: The smaller aircrafts with 100 seats will have higher occupancy level as compared 737s Boeing aircrafts with 140 to 160 seats. 3.2 Weakness With inclusion of 2nd type of fleet the airline needs to train its existing work force, which can take care of maintenance of new fleets. The technology of the new fleet will be different compared to Boeing 737s, which may force Westjet to keep to two sets of staffs for maintenance. Moreover they will have to pay more airport charges because of inclusion of new aircrafts. These reasons coupled together will increase the cost for the airline and that will led to a significant impact on the profitability of it. Cost cutting and diversion of funds towards the new project may also result in unhappy staff. 3.3 Opportunity The main competitor of Westjet airlines, Air Canada (with 57% market share) is struggling to fight bankruptcy; it is difficult for Air Canada to achieve cost efficiency in such scenario. In such situation it will be comparatively easier for Westjet to tap international customers of Air Canada and adding new fleets will help them in do so. Westjet has recently made a tie up with European airlines like Air France. By the adopting 2nd fleet in Canadian domestic market, it can use Boeing 737s to fly for its international operations in Europe, which will help faster penetration in new market. If Westjet penetrates to European market then it will help WVI also to expand to Europe and generate revenue for Westjet group from its European business 3.4 Threats As stated in the case study there is only 3.6% increment of passengers year on year. At a time when existing fleets are operating with significant number of empty seats with low increment in number of passengers, in such scenario inclusion of 2nd fleet exposes Westjet to considerable risk. 4.0 Change Model for Westjet The airline industry is very dynamic is affected by global events such as 9/11, the SARS outbreak and the most recent swine flu outbreak all of which resulted in a dramatic decrease in the number of travellers. To survive in todays complex every changing world Westjet needs to change its familiar way of operating and become capable of adapting to changes efficiently and effectively. There are a number of theoretical models available to assist Westjets strategic decision to expand. While some of these models are more suited for transformational change others are more suited for transactional changes. Lewins model for example which describes change in 3 stages unfreezing, moving and refreezing (Lewin,1952) would be suitable for a stable environment and not a dynamic environment like Westjet. Given below is an analysis of some of the models available: (http://pdfserve.informaworld.com.ezproxy.aut.ac.nz/14790_751313697_793488144.pdf) In case of Westjet the change is planned however it will affect the entire organisation. Looking at the above models, it would be suitable for Westjet to adopt a combination of theoretical models available: Ø Understanding change characteristics: Westjet needs to first understand the need for this change. This change will help the airline in its expansion; it will help increase the load factor and revenue for it. With this change, employees of the airline will be impacted as they need to know about the mechanism of new fleet. Under this change program airline would be looking to use smaller aircrafts for domestic non stop flights and where as Boeing 737s aircrafts would mostly be used for international flights. Inclusion of new fleet will require upgradation of its scheduling and reservation application. Ø Risk Assessment: Under the change management program Westjet needs to understand the possible risks which could arise due to it. As the number of fleets will go up the, scheduling of same for domestic travel in such a way that aircrafts are rested at airport for a short period, would be a challenge. Improper handling of this issue could lead to operational risk, where the charges to be paid to airport authority will go up. To handle this issue, Westjet needs to make sure that its scheduling application is efficient enough to take this challenge. In addition to this there are certain risks which may arise if the new fleet fails to get acceptance from Westjet passengers. In worst case if it happens, the Westjet should lease these aircrafts to Asian airlines, which operates with leased aircrafts. On similar line there could be some more risk associated with this strategy, which Westjet needs to analyze and find the mitigation of the same before implementing of new fleets into its o peration. Ø Funding: Westjet has a cash reserve of $820 million, which would be sufficient for the initial phase of this change. At later stage if the airline needs to buy some more aircraft, where it needs external funds then it would be going for long term debts. Taking loan term loan will not be a major financial concern for airline as debt to equity ratio is at 1.09:1 compared standard value of 2:1. Ø Communication Plan: Westjet should communicate this new strategy to its employees, shareholders and suppliers. Share holders will be communicated with the need and benefit of new strategy through mailers. Suppliers and channel partners should also be communicated through mailers. For employees the communication should be by top management in an interactive session, where top management would answer to all the apprehensions that employees have along with possible benefits of new strategy. Ø Training: Westjet will have to implement new training programs for its crew member and maintenance engineers, so that they can learn the mechanism of operation of new fleet. For new employees the training program will include training for Boeing 737s as well as smaller Bombardier or Embraer airplanes. This will ensure that maintenance work for either fleet can be done by any maintenance staff. As a result efficiency will come with some additional training cost for the airline but it will help airline to continue to enjoy its process driven operation rather than having people driven operation. Ø Resource planning: At present the airline has 77 Boeing 737s aircrafts. With inclusion of Bombardier or Embraer airplanes, Westjet may need to hire additional staffs that have experience of working on Bombardier or Embraer airplanes. Ø Resistance management plan: The major resistance could come from employees of the airlines, due to their apprehension about success of new business model coupled with need for them to learn new technology. As the employees of Westjet have a significant share in operating profit of airlines, the top management should provide the estimated financial benefits of new strategy to employees along with assurance of complete training on new fleet. This will help in managing resistance from employees. The resistance from shareholders can be handled by highlighting the business needs and financial benefit of this change. Ø Change implementation: The airline would start operating with new fleet, once it completes process of communication of this change to its various stakeholders, training to employees, upgradation of softwares and addition of resources. Once the success of new fleet is proved, Westjet can add more Bombardier or Embraer airplanes into its operation. Ø Reinforcement planning: The airline will adopt the strategy of positive reinforcement on regular interval. This will be achieved through showing growth in revenue, with increased profit share amount for employees. 5.0 Sustaining Change Maintaining momentum and sustaining change is a crucial stage of the change process. If steps are not taken to sustain change the new state achieved may be short lived (Hayes, 2007) Once the 2nd fleet is introduced at Westjet, it is recommended take the following steps to sustain the change and allow support further growth: Ø Improve the learning curve for employees for maintenance of smaller Bombardier or Embraer airplanes through appropriate training. Ø Focus on greater profitability through leaner processes. The airline should look to adopt six sigma into its process, this will drive the innovation in its operation. Ø Introducing smaller Bombardier or Embraer airplanes for Carrabin Island and USA cities which are nearer to Canada and depending on the demand the airline can increase the number of fleets in this route. This will help in achieving higher occupancy for Westjet flights to Carrabin Island and USA Ø Empowerment of employees to act and take decision according to the situation Ø Continuous quality improvements in all processes and continuous focus on innovation Ø Westjet needs to continue with its flat organization structure and at the same time it should be flexible to facilitate resource requirements at the top management without any hassle Ø Westjet should try to achieve an organization wide belief that quality is everyones job through Vision-driven leadership Ø Inculcating values that include high moral standards, ethics, teamwork, involvement and risk taking Ø Measure the effectiveness of change through various change management tools Ø With inclusion of 2nd fleet, Westjet will have the opportunity for business expansion in international airline segment. To get optimum benefit out of its international operation, it should make partnership with other airlines, which will help it acquire those customers who do not fly to Westjet destinations. In addition to this it can make tie up with European airlines for promoting WVI. By taking these two strategic steps Westject can generate additional revenue for itself. Ø For future expansion through 2nd fleet Westjet needs to address language barriers which could arise due to its expansion into international market 6.0 Conclusion Westjet Airlines ultimate goal is to become top 5 most successful airlines of the world by 2016 and it is extremely difficult to achieve the same with single fleet model. The best airline in the world, US Airways is using more than 85 smaller Bombardier or Embraer airplanes. Moreover Westjet business model is on the similar to that of southwest airlines and since southwest has already acquired such airplanes, it makes sense for Westjet to adopt this new fleet. Inclusion of new fleet will help Westjet to gain more market share along with higher profitability greater efficiency. It will also help Westjet to build its 1st pillar of its goal i.e. to generate 10% additional revenue growth in available seat miles through fleet expansion.

Arthur Miller’s The Crucible Essay

A crucible is defined as a severe trial or a container in which metals are melted at very high temperatures. Much like how metals mold to a new shape at very high temperatures, people change when severe trials and challenges present themselves. When innocent lives are lost, a person will realize the wrongs and attempt to make things right again. The character John Hale must forget his old teachings and way of life to try to return the town of Salem to a peaceful community. In Arthur Miller’s The Crucible, Reverend John hale transforms from a prideful prosecutor of witches to a humble defender of the accused because of the guilt he experiences over the innocent lives lost during the Salem witch trials. Reverend John Hale arrives in Salem as a prideful man with intentions of persecuting the accused of witchcraft and ridding the town of all evil. Author Arthur Miller says of Hale, â€Å"This is a beloved errand of him; on being called here to ascertain witchcraft he felt the pride of the specialist whose unique knowledge has at last been publicly called for.†(Miller 1252) Miller explains that the reverend has great pride in having the opportunity to show off his skills to rid the town of Salem of witchcraft. His skills in the beginning of the trials come from his books instead of from his own intuitions. Reverend Hale brings many books into the town in order to use their knowledge to persecute the accused. He believes these books to be infallible, and they cause him to believe that he will solve all of the town’s problems with them. Along with the knowledge from his books, he speaks, â€Å"with a tasty love of intellectual pursuit.†(Miller 1257) These stage directions imply that Hale thirsts to be the all-knowing savior of Salem. In his early days at Salem this thirst and his faith in the judicial system guide him to find the suspected witches and deal with them accordingly. The reverend’s early thirst for heroism soon vanishes as the trials pursue and more unexpected people in Salem are accused of witchcraft. Hale travels to the Proctor residence by his accord, without the court’s authority, to learn more about them because Elizabeth Proctor has been mentioned in the court. Learning about the faith life of Elizabeth, Hale starts to question whether all of the accused participate in witchcraft, and doubt of the infallible judicial system starts to arise in him. This doubt grows as he says to Judge Danforth about the trials, â€Å"But is does not follow that everyone accused is part of it.†(Miller 1300) He realizes now that the accused are given no chance to plead innocent without the sure fate of death. Hale sees flaw in the judicial system that he has lived by, and wonders if the many he has condemned to death had no opportunity at all to seek innocence. Knowing that the accused have no chance for survival but through confession of witchcraft, Hale proclaims, â€Å"I have this morning signed away the soul of Rebecca Nurse, Your Honor. I’ll not conceal it, my hand shakes yet as with a wound!†(Miller 1301) He knows that Rebecca has a good life of faith, and she will most definitely be condemned to death by the so called infallible judicial system because of him. Hale shows the feeling of guilt by signing away the life of Goody Nurse, and realizes that he must try to defend the accused because the court will not. Hale loses all motivation to condemn the accused and no longer holds pride in himself or his judicial system. With his motivation to seek out witches now gone, Hale believes many of the accused to be innocent and tries to convince this to the court. He tells Judge Danforth, â€Å"I beg you, stop now before another is condemned! I may not shut my conscience to it no more—private vengeance is working through this testimony! From the beginning this man has struck me true. By my oath to Heaven, I believe him now.†(Miller 1311) His guilt pushes him to defend the accused in front of the judge so that their blood will not be on his hands. Hale knows his association with the courts will result in the loss of innocent lives, and he cannot live with himself knowing this. Knowing now that the court operates with error, he quits it and denounces its proceedings. John Hale no longer want to participate in the court’s murdering of the innocent, and feels guilty for the lives that he has already condemned through the judicial system. Hale now knows that he needs to think for himself rather than following the laws and rules of the judicial system he has lived by his whole life. Working separate from the court, the reverend says, â€Å"I come to do the Devil’s work. I come to counsel Christians they should belie themselves.†(Miller 1325) Hale knows that the only way to rid the guilt from his mind is to convince the accused to lie and confess so that their lives may be saved. He has lost faith in the court system that will condemn innocent lives, and, throwing away his pride, puts out one last effort to save some of the lives he has condemned. His motivation has changed from condemning the witches in the town to attempting to save the accused. As his efforts are about to fail, he drops to his knees and says, â€Å"What profit him to bleed? Shall the dust praise him? Shall the worms declare his truth? Go to him, take his shame away!†(Miller 1334) His efforts to defend the accused fail, and guilt overwhelms him. Reverend John Hale cannot live with the innocent lives he has sentenced to murder and is humbled as the accused are led to their death. â€Å"Cleave to no faith when faith brings blood†(Miller 1326) says a transformed reverend as the Salem witch trials come to an end. Reverend Hale loses not only his faith in the judicial system, but also in the God who he believed to be too perfect to allow these tragic events to happen. He humbles himself because the pride that he once had leads to the death innocent lives in Salem. In The Crucible by Arthur Miller, Reverend John Hale changes from a prideful prosecutor of the witches to a humble defender of the accused because of the guilt that overwhelms him due to the innocent blood shed at his hands during the Salem witch trials.

Case Write-Up: The Investment Detective Essay

Case Summary The purpose of this case is to become a capital budgeting analyst and evaluate which set of free cash flows for 8 projects will result in the most effective investment for a firm’s capital. The objective given is to rank the four best that the company should accept. The case is broken down into three separate steps including the given information about estimated cash flows (inflows & outflows), determining the appropriate discount rate, and evaluating the cash flows using the IRR (Internal Rate of Return), MIRR (Modified Internal Rate of Return), NPV (Net Present Value), and other metrics. Each project is chosen solely on the basis of the quantitative analysis. Here are some factors to consider for this case: Each project has the same initial investment of $2 million; in addition, all are believed to be of the same risk class. The managers have determined that projects 7 and 8 are mutually exclusive. The issue is that the WACC has never been officially estimated and in the pas t the discount rate has been assumed at 10 percent (however, certain officers have asserted the discount rate to be higher). Ranking Projects Ranking projects simply through the inspection of cash flows is inadequate due to the time value of money and cost of capital of companies; the only piece of information that can be derived from looking at the cash flows is the amount of time it would take to be paid back (regular payback period). There are several capital budgeting tools that can be used, including IRR, MIRR, and NPV. These three can be used to see if a project exceeds the expected rate of return or the cost of capital for a company. We also refer to payback, discounted payback period, and a profitability index to help assist the decision-making process for which projects should start to commence. In addition, qualitative factors must be considered for any project given outside of this case, to cover the bases and have successful implementation. A company could find that having a negative NPV is acceptable due to the critical nature of the project. Experimenting in new markets to identify potential favorable businesses should be taken into consideration. Finally, cash flows are estimated in most projects so a  consideration has to be made for the quality of estimation. Therein lies one of the critical issues in capital budgeting; that there is a margin of error in the calculation of cash flows, whereas in the example above, the margin of error (typically larger with uncertain outcomes) could mean there would be a positive NPV for that critical project. Typically, NPV is the foremost choice for determining the investing worthiness of a specific project; NPV, determined by the sum of discounted cash flows compared against the cost of the investment. NPV allows anyone to see how much value above the initial investment. MIRR, would be the next best choice, as it is measures profitability of a project as a percentage (IRR does this as well). The reason MIRR is of higher significance is it has the extra part of assuming cash flows being reinvested at the WACC rate; additionally MIRR eliminates the problem of IRR having two potential rates. Quantitative Ranking Methods We ranked each project by the various methods stated above. Below, in Exhibit 1, are the metrics ranked by highest amount or percentage, except for payback and discounted payback periods which are ranked from low to high, signifying the shortest amount of time that the initial investment is recovered. The answer to determine which project is best to invest in is dependent on the variables and requirements that management deems necessary, meaning the qualitative content that is supplementary to the cash flow data. Typically, firms will decide to invest on the project that produces the highest NPV, and for this case if we are to rank by NPV, project #3 is the clear winner. Ranking by profitability index gives the same answer for each project number (it is indirectly related to NPV through the sum of discounted cash flow benefits). However when we look at the other values for project #3, it is  lower down the order. This is a result of the only cash flow being in the last (15th) year; due to the time value of money, this lowers the IRR and MIRR substantially, and obviously the payback period is the longest of all the projects. The next prosperous project based off of NPV but also ranked 2nd highest for IRR, MIRR, and PI, is project #4. At first glance, when considering the two mutually exclusive projects: project #7 and #8, the NPV and PI for project #8 is higher, while the IRR and MIRR are higher for project #7. Additionally the payback and discounted payback periods are shorter for project #7. This presents a dilemma in which it appears project #8 should be selected, yet #7 seems to be more favorable overall. There is a continuity of this dilemma as the cash flow streams are unequal for each project. To solve for this issue, we used a replacement chain analysis to determine which project between the two is the best investment decision. Below, in Exhibit 2, is an analysis of each project using replacement chaining. We excluded the last cash flow of $70 at T15, because for project #8’s last cash flow is after 7 years (project #7’s last cash flow is after 5 years), so we repeated that to T14. As shown above, when using the replacement chain method, we can see the change in outputs when the cash flows are repeated  through time. The decision between each project is now much clearer once the cash flows are repeated to the same* time-frame. Project #7 is the clear-cut investment decision when deciding between those two projects. Alternative Courses of Action There are always numerous ways to see a problem and decide how to react. The investor could choose any of the above mentioned methods (NPV, IRR, MIRR, payback, discounted payback, or Probability Index) to choose an investment project. Due to the mutual exclusivity of projects #7 and #8, the investor can choose whatever criteria method deemed most significant. Other factors for consideration include the project’s proposing manager’s track record for success, the proposing manager’s confidence in the project, the timing of the project’s cash flows, the project’s ability to protect market share, or the proposing division’s track record of success. Recommendation Based on these options, and the previously detailed analysis, we recommend that the project be selected based on the NPV ranking shown in Exhibit 1. With mutually exclusive projects, conflicts may arise in choosing between using the NPV, IRR, and MIRR. In this case, the NPV is the best choice for selection because it chooses the project that maximizes value for the firm. If managers are interested in the expected rate of return on the project, the MIRR or IRR will be more likely to demonstrate the rates that are actually earned if the project’s cash flows are reinvested in future projects, but this should be supplemental to the NPV during the decision process.

The Early Life Of Elizabeth Cady Stanton - 866 Words

The early life of Elizabeth Cady Stanton starts with her being the fourth child of six children. Her mother was from a wealthy family and a big part of the political elite of New York. Stanton’s grandfather was an officer during the American Revolution under George Washington, and was a part of New York state legislature. Her father was a member of the New York state legislature, U.S. House of Representatives and after 1847 became a member of the Supreme Court of New York State. During the 1830’s Elizabeth’s cousin Gerrit Smith home was stationed on the Underground Railroad, and listening to the experiences of fugitive slaves made a lasting impression. Elizabeth met her husband Henry Stanton at a meeting about antislavery, he was a public speaker who often spoke out against slavery to hostile crowds, often times risking his life. When Henry proposed to Elizabeth, her parents were less than thrilled, they opposed the marriage considering abolitionist to be fanatics. This was the start of her feminist conscious. Elizabeth’s parents did not attend her wedding and during her ceremony she requested to have the phrase about obeying her husband omitted, and kept her own name. Something unheard of in those days. After Elizabeth and Henry were married they left to go to London to go to an international antislavery convention. During this convention the male delegates voiced their concern that they believed that association with feminism would harm the abolitionist cause andShow MoreRelatedElizabeth Cady Stanton: Fighting for Womens Rights Essay986 Words   |  4 PagesElizabeth Cady Stanton Elizabeth Cady Stanton didn’t want to be remembered as a household but the women they will admire. The purpose of this paper is to explain the life of Elizabeth Stanton and how she had a huge effect on the outcome of seeking equal rights for woman. Early Childhood First of all, the most famous influential feminist lead was known when she was a child. 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