PlanMaster network simulation covers:()
A.ll selection
B.Cell handover
C.Cell location update
D.Cell reselection
A.ll selection
B.Cell handover
C.Cell location update
D.Cell reselection
A.Transmission Network Review (TNR)
B.Network Design and Performance Consulting (NDPC)
C.Brief System Audit (BSA)
D.System Performance Review (SPR)
E.Radio Network Improvement (RNI)
Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic
thinking of the Group.
The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed
part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English
style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The
Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company
factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command
premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values
created a strong family atmosphere in its network of partners and were reluctant to change this.
Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women
had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work.
Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised
by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them
vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the
Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a
fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and
Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive
Officer every year since 2000.
Required:
(a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the
Marlow Fashion Group. (12 marks)
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C)3,000 bonus Miles D)once in three weeks
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D)after receiving the Permanent Card
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less popular airports was a much cheaper alternative to the major city airports and supported Airtite’s low cost service,
modelled on existing low cost competitors. These providers had effectively transformed air travel in Europe and, in so
doing, contributed to an unparalleled expansion in airline travel by both business and leisure passengers. Airtite used
one type of aircraft, tightly controlled staffing levels and costs, relied entirely on online bookings and achieved high
levels of capacity utilisation and punctuality. Its route network had grown each year and included new routes to some
of the 15 countries that had joined the EU in 2004. Airtite’s founder and Chief Executive, John Sykes, was an
aggressive businessman ever willing to challenge governments and competitors wherever they impeded his airline and
looking to generate positive publicity whenever possible.
John is now looking to develop a strategy which will secure Airtite’s growth and development over the next 10 years.
He can see a number of environmental trends emerging which could significantly affect the success or otherwise of
any developed strategy. 2006 had seen fuel costs continue to rise reflecting the continuing uncertainty over global
fuel supplies. Fuel costs currently account for 25% of Airtite’s operating costs. Conversely, the improving efficiency of
aircraft engines and the next generation of larger aircraft are increasing the operating efficiency of newer aircraft and
reducing harmful emissions. Concern with fuel also extends to pollution effects on global warming and climate
change. Co-ordinated global action on aircraft emissions cannot be ruled out, either in the form. of higher taxes on
pollution or limits on the growth in air travel. On the positive side European governments are anxious to continue to
support increased competition in air travel and to encourage low cost operators competing against the over-staffed
and loss-making national flag carriers.
The signals for future passenger demand are also confused. Much of the increased demand for low cost air travel to
date has come from increased leisure travel by families and retired people. However families are predicted to become
smaller and the population increasingly aged. In addition there are concerns over the ability of countries to support
the increasing number of one-parent families with limited incomes and an ageing population dependent on state
pensions. There is a distinct possibility of the retirement age being increased and governments demanding a higher
level of personal contribution towards an individual’s retirement pension. Such a change will have a significant impact
on an individual’s disposable income and with people working longer reduce the numbers able to enjoy leisure travel.
Finally, air travel will continue to reflect global economic activity and associated economic booms and slumps together
with global political instability in the shape of wars, terrorism and natural disasters.
John is uncertain as to how to take account of these conflicting trends in the development of Airtite’s 10-year strategy
and has asked for your advice.
Required:
(a) Using models where appropriate, provide John with an environmental analysis of the conditions affecting the
low cost air travel industry. (12 marks)
A.profit from
B.interest from
C.benefit from
A.instruction
B.decision
C.psychologists
D.standardize