The Culture of Beauty Essay - 873 Words

No two people in the world are the same or have the same ideas. The main reason for this is because everyone is an individual with their own perceptions. In addition, another reason is because of the culture they have grown up in and learned to accept. One’s cultural perception has a huge impact on their idea of beauty. Each cultural group has invented their own ideas to reflect their natural idea of beauty. A broad example would be the Eastern and Western ideals of beauty. The Western beauty is described as white, usually tan, thin, large breasts, small waists, and delicate features. Mostly all present day people from various races prefer a Western ideal of beauty. This idea of beauty is commonly used as a comparison tool no matter†¦show more content†¦Western’s idols are normally shown clothed, whereas Eastern’s idols are usually shown naked. The Western culture suggests that beauty is within the scripture. The Eastern culture’s idols are seen a s even more beautiful naked because they are respected and god-like. Each culture is called to admire one anothers idea of religious beauty so that their own cultural or religious beauty can flourish (Jain). â€Å"The nude body is thought to be the most beautiful thing because it captivates and seduces others and ourselves without beautification.† Nudity is not particularly approved of in either Western nor Eastern cultures. Both cultures’ definitions of the nude body are different in some way or another. We are not used to seeing or observing the naked body because of our religion, culture, and how we are raised. It is considered distasteful because of the sexual pleasure or instincts that are often associated with the naked body (Jain). Throughout the years, a woman’s body has been slowly revealed more and more. Clothes have become tighter, dresses and skirts have become shorter, and the neck line has become lower. 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Smart Phone Free Essays

string(104) " We suggest this finding may indicate why many in our study are not concerned about the security risks\." Smartphone Security Survey of U. S. consumers Sponsored by AVG Technologies Independently conducted by Ponemon Institute LLC Publication Date: March 2011 Ponemon Institute © Research Report Smartphone Security Survey of U. We will write a custom essay sample on Smart Phone or any similar topic only for you Order Now S. Consumers Ponemon Institute, March 2011 Part 1. Introduction Ponemon Institute is pleased to present the findings of the Smartphone Security Survey: A Study of U. S. Consumers sponsored by AVG Technologies. The goal of the research is to determine consumers’ perceptions about the potential privacy and security risks when using their smartphones. In addition, we wanted to learn if participants in our study care about these risks and if they take security precautions. We surveyed 734 consumers who are 18 years and older and own a smartphone. The risks that we address in our survey concern location tracking, transmission of confidential payment without the user’s knowledge or consent, diallerware (specialized malware unique to smartphones), spyware, viruses from insecure WiFi networks and others. What we learned is that most of the consumers in our study are using their smartphones without understanding that they are exposing their sensitive information to the risks listed above. We also believe the findings of this study signal a potential security risk for organizations because so many consumers surveyed use their smartphones for both business and personal use. With business confidential information stored on these smartphones, organizations should make sure employees and contractors take appropriate precautions to secure such sensitive information. We also recommend that security policies state these precautions and ensure they are enforced. Following are the most salient research highlights: ? Eighty-four percent use the same smartphone for both business and personal purposes. The cross over of business and personal usage means much more sensitive and confidential data is at risk and suggests that the smartphone is with them most of the time. Sixty-six percent admit they keep a moderate or significant amount of personal data on their smartphones. Such personal data include email address, name, contact lists, photos, videos, anniversary and personal dates, music, Sixty-seven percent of consumers surveyed say they are concerned about receiving marketing ads and promotions. However, less than half (44 percent) are concerned about having a virus attack on their smartphone when it is connected to an insecure Internet network. In addition to using it as a phone, 89 percent use their smartphone for personal email and 82 percent use it for business email. A smaller percentage of consumers use their smartphones for financial transactions including payments. In fact, 38 percent of consumers use the smartphone to make payments and 14 percent use it for banking. Sixty-six percent of consumers have paid at least once for an item using their smartphone. In addition, 12 percent of consumers say they have experienced a fraud attempt vis-a-vis a mobile payment scheme. Despite this fact, only six percent say they check their mobile bill or statement every month and eight percent check the statement when the bill is higher than usual. Fifty-eight percent of consumers say that based on how they used the smartphone for purchases, Internet browsing and location they were targeted by marketers. Accordingly, 67 percent say they are very concerned or concerned about aggressive or abusive marketing practices. ? ? ? ? ? Ponemon Institute © Research Report Page 1 ? Despite security risks, less than half of consumers use keypad locks or passwords to secure their smartphones. In addition, only 29 percent of consumers said they have considered installing an anti-virus product to protect their smartphone. Forty-two percent of consumers who use social networking apps say they allow smartphone versions of well-known social networking applications such as Facebook to access the same key chains, passwords and log-ins that they use of their desktops, laptops or tablet. Only 10 percent of consumers say they turn off Bluetooth â€Å"discoverable† status on their smartphone when not in use. ? ? Ponemon Institute © Research Report Page 2 Part 2. Key Findings In this report we have organized the findings from the study according to the following topics: Consumers’ use of smartphones, consumers’ awareness about the security risks that accompany their use of smartphones, scenarios that illustrate potential smartphone security risks and how consumers are or are not managing these risks. Consumers’ use of smartphones Most consumers use their smartphone for both business and personal use. Forty percent use their smartphone for business and personal use equally and 25 percent use it for personal but some business use (Bar Chart 1). Only 6 percent of consumers surveyed use their smartphone exclusively for business. Bar Chart 1. What best describes your smartphone use? Both business and personal use equally 40% Mostly personal but some business use 25% Personal use only 16% Mostly business but some personal use 13% Business use only 0% 5% 6% 10% 15% 20% 25% 30% 35% 40% 45% Despite using the Smartphone for personal use, 34 percent say their employer purchased the smartphone and pays all monthly charges. As shown in Bar Chart 2, 35 percent say they purchased it without any reimbursement. Bar Chart 2: Who purchased your smartphone and who pays the monthly service fee? I purchased it without any reimbursement from my employer My employer purchased it and pays monthly charges I purchased it and my employer provided some reimbursement I purchased it and my employer pays monthly charges My employer purchased it and I pay monthly charges 0% 5% 13% 35% 34% 10% 8% 10% 15% 20% 25% 30% 35% 40% Ponemon Institute © Research Report Page 3 Smartphones can perform a wide range of tasks. However, the most popular use next to the phone is business and personal emailing. The most popular smartphone uses are checking both personal and business email, using it as an address book, texting, Internet browsing, storing or moving data, obtaining and viewing documents, as a calendar and listening to music (Bar Chart 3). Least popular are banking, travel assistance and video conferencing. (For a complete list of tasks, please see Q. 24 in the Appendix to this paper. ) We suggest this finding may indicate why many in our study are not concerned about the security risks. You read "Smart Phone" in category "Papers" Because consumers believe its primary use is as a phone or to email they may think (incorrectly) that there are negligible security or privacy risks. Bar Chart 3: Tasks that consumers do on their smartphone Phone Personal email Business email Address book Texting Store or move data Internet browsing Obtain documents Calendar View documents Listen to music Schedule tasks Shop Camera Social networking 0% 20% 100% 89% 82% 57% 54% 53% 53% 52% 51% 51% 50% 48% 44% 42% 40% 40% 60% 80% 100% 120% As reported in Bar Chart 4, 66 percent have paid for an item via their smartphone once, irregularly (once every two months) or regularly (maybe once a month). Fifty-one percent were surprised that they were charged for a service of product they signed up for. Bar Chart 4: Key questions about smartphone use Each bar defines the percentage yes response Did you ever pay for an item via the mobile phone? Did you every sign-up for a service or product on a mobile without realizing that there would be a cost? Have you ever signed a terms and conditions request on your mobile phone? 66% 51% 46% Have you ever been the victim of mobile payments fraud? 0% 10% 12% 20% 30% 40% 50% 60% 70% Ponemon Institute © Research Report Page 4 Consumers store confidential information on their smartphones. Sixty-six percent (40+26) of consumers store a moderate or a significant amount of personal data. Bar Chart 5 shows that only 11 percent say they do not store personal data on their smartphone. Bar Chart 5: How much personal data do you store on your smartphone? 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% A moderate amount of A significant amount of personal data personal data A small amount of personal data None 11% 26% 23% 40% As shown in Bar Chart 6, data most often stored on smartphones include email addresses, names, contact lists, photos, anniversary and other personal dates and location. Consumers are less likely to store planned future purchases, purchase history, health data and security test questions (see Q. 3 in the Appendix for the complete list). Bar Chart 6: What kinds of data do you store on your smartphone? Email address Name Contact lists Photos Anniversary personal dates Location Music Home address Confidential business documents Date of birth Gender Credit or debit card numbers Videos Passwords 0% 20% 97% 85% 69% 59% 53% 52% 47% 40% 37% 33% 32% 29% 25% 23% 40% 60% 80% 100% 120% Ponemon Institute © Research Report Page 5 Many consumers surveyed have used email and text to sign up for services or products without realizing they would be charged. As noted previously in Bar Chart 4, 51 percent made what they thought was a free service and later found out they were charged for it. Bar Chart 7 shows most of these purchases were made by consumers using email (46 percent), text message (34 percent) and website (31 percent). Bar Chart 7: The methods used to sign-up for services or products on your smartphone 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Email Text message Website Other 12% 34% 31% 46% Despite these unexpected charges, Bar Chart 8 shows consumers surveyed rarely check their bills for unusual or unidentified payments. Only six percent check their bills every month and eight percent check their bills only if it is higher than usual. Fifty-two percent never check their smartphone bills. Bar Chart 8: Do you check your mobile bill or statement for unidentified charges? 60% 52% 50% 40% 30% 20% 10% 0% Never Yes, occasionally Yes, but only if the bill is higher than usual Yes, I check it every month 8% 6% 34% As previously noted in Bar Chart 4, the majority of consumers (78 percent) say they have not experienced any mobile payments fraud. Twelve percent say they have experienced such fraud and 10 percent are not certain. Ponemon Institute © Research Report Page 6 Consumers’ awareness about the security risks that accompany their use of smartphones Marketing messages—not privacy and security risks—worry consumers. While the majority of consumers do not feel their private information is at risk or that their smartphone will be hacked (56 percent and 58 percent, respectively), they do worry about receiving unwanted marketing messages. A shown in Bar Chart 9, consumers also worry about being tracked when using their smartphone (64 percent). Bar Chart 9: Attributions about privacy and security risks The agree response is a combination of strongly agree and agree. The disagree response is the sum of unsure, disagree and strongly disagree. I worry more about the security of my desktop or laptop computer than my smartphone. When downloading software to my smartphone I do not always check to see if the app is from a trustworthy source. I do not worry that a hacker will attack my smartphone. I do not feel my private information or privacy is at risk when I use my smartphone. I do not worry about losing my smartphone while traveling. I do not worry about being tracked when using my smartphone. I do not worry about receiving marketing messages on my smartphone. 5% 35% 62% 38% 58% 42% 56% 44% 50% 50% 36% 64% 33% 67% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100% Agree Disagree They also worry more about the security of their desktop and laptop computers than the security of their smartphone. Because of these perceptions about the security of the smartphone, they are not likely to check to see if an application comes from a trustworthy source before downl oading it. Scenarios concerning smartphone risks In the survey, we asked consumers to respond to eleven scenarios illustrating a range of security issues and risks. Specifically, they were asked if they are aware that what is described in the scenario could happen to them, if they are aware that they experienced what was described in the scenario and what was their level of concern. Following are the 11 scenarios: 1. Location data embedded onto image files can result in the tracking of the smartphone user. 2. Smartphone apps can transmit confidential payment information (i. e. credit card details) without the user’s knowledge or consent. Ponemon Institute © Research Report Page 7 3. Smartphones can be infected by specialized malware called â€Å"diallerware† that enables criminals to make use of premium services or numbers resulting in unexpected monthly charges. 4. Smartphone apps may contain spyware that allows criminals to access the private information contained on a smartphone. 5. Financial apps for smartphones can be infected with specialized malware designed to steal credit card numbers and online banking credentials. 6. If a social network app is downloaded on a smartphone, failing to log off properly could allow an imposter to post malicious details or change personal settings without the user’s knowledge. . A smartphone can be disposed of or transferred to another user without properly removing sensitive data, allowing an intruder to access private data on the device. 8. In many cases, people use their smartphone for both business and personal usage, thus putting confidential business information at risk (a. k. a. cross-over risk). 9. A s martphone can connect to the Internet through a local WIFI network that is insecure. This may result in a virus attack to the smartphone. 10. Smartphones contain basic security protections that can be disabled by jailbreaking, thus making the smartphone more vulnerable to spyware or malware attacks. 11. Smartphone users can be targeted by marketers based on how the phone is used for purchases, Internet browsing and location. As a result, the user may receive unwanted marketing ads and promotions their smartphone. Bar Chart 10 summarizes the consumers’ level of awareness about the above-mentioned smartphone security risks. Consumers are most aware of receiving unwanted marketing messages based on their smartphone usage (60 percent). They also understand that they may be putting business confidential information at risk when using the smartphone for both personal and business use (55 percent), and that they are vulnerable to a virus when connecting to the Internet through a local WIFI network is insecure (35 percent). Bar Chart 10: Are you aware of the following smartphone security risks? Each bar defines the percentage yes response Marketing abuse Cross-over Insecure WIFI Improper disposal Location tracking Jailbreaking Spyware Social network snafu Auto transmission Diallerware Specialized malware 0% 11% 11% 10% 9% 10% 20% 30% 40% 50% 15% 15% 21% 35% 31% 55% 0% 60% 70% Ponemon Institute © Research Report Page 8 Bar Chart 11 reports consumers’ actual experience with these security issues. Fifty-eight percent of consumers say they indeed have received unwanted marketing messages. In addition, 52 percent say they have experienced cross-over risk – wherein the security of business information was jeo pardized because of the personal use of the smartphone. Bar Chart 11: Have any of these situations happened to you? Each bar defines the combined very concerned and concerned response Marketing abuse Cross-over Insecure WIFI Improper disposal Location tracking Spyware Jailbreaking Social network snafu Diallerware Auto transmission Specialized malware 0% 5% 10% 20% 30% 40% 50% 8% 8% 6% 11% 10% 16% 13% 23% 52% 58% 60% 70% Bar Chart 12 summarizes consumers’ level of concern about eleven smartphone security risks. Accordingly, a large percentage of these consumers say they are very concerned or concerned about each scenario happening to them, especially diallerware (68 percent), unwanted marketing (67 percent), and the auto transmission of personal data from the phone (66 percent). Bar Chart 12: Are you concerned about of the following smartphone security risks? Each bar defines the combined very concerned and concerned response Diallerware Unwanted marketing Auto transmission Jailbreaking Spyware Location tracking Specialized malware Improper disposal Social networking snafu Insecure WIFI Cross-over 0% 10% 20% 30% 42% 40% 40% 50% 60% 51% 50% 60% 68% 67% 66% 65% 65% 65% 70% 80% Consumers are concerned about being tracked while using their smartphones or having their security protections disabled through â€Å"jailbreaking† but generally are not aware of this risk. In Ponemon Institute © Research Report Page 9 contrast, only 40 percent of consumers are very concerned or concerned about cross-over and 42 percent about an insecure smartphone-to-WIFI connection. While there is some awareness that a smartphone that is disposed of or transferred to another user without removing sensitive data could allow someone to access private data on the device, about half of consumers are not very concerned about this occurring. In summary, consumers surveyed are least aware that the following can happen on their smartphone: the transmission of confidential payment information without their knowledge or consent, downloading a financial app for their smartphone that has specialized malware designed to steal credit card numbers and online banking credentials, â€Å"diallerware† infections that enable criminals to make use of premium services or numbers resulting in unexpected charges and spyware that allows criminals to access the private information contained on a smartphone. Those who are aware of these risks are generally very concerned about how these risks may affect their smartphone. Line Graph 1: Summary of consumer responses to eleven smartphone security risks 80% 70% 60% 50% 40% 30% 20% 10% 0% Location tracking Auto Diallerware transmission Spyware Specialized malware Social network snafu Improper disposal Cross-over Insecure WIFI Jailbreaking Marketing abuse Are you aware? Has this happened to you? Level of concern Ponemon Institute © Research Report Page 10 Part 3. How consumers are managing security risks associated with smartphones Despite the confidential information on their smartphones, consumers are not taking appropriate security precautions. As showing in Bar Chart 13, less than half (43 percent) of consumers surveyed consider security features to be important when deciding which smartphone to purchase. It is not surprising, therefore, that they are not taking security precautions. Bar Chart 13: How important is security as a feature on your smartphone? 60% 50% 43% 40% 30% 20% 10% 0% Important Not important 57% Bar Chart 14 shows 51 percent of consumers surveyed have neither keypad locks nor passwords on their smartphone. Nineteen percent have passwords and 10 percent have both keypad locks and passwords. However, when we analyzed the responses of the more experienced users the percentage dropped to 31 percent who do not use keypad locks or passwords on their smartphone. Bar Chart 14: Do you have keypad locks or passwords on your smartphone? 60% 51% 50% 40% 30% 20% 10% 0% No, neither Yes, keypad locks Yes, passwords Yes, both keypad locks and passwords 20% 19% 10% Ponemon Institute © Research Report Page 11 Forty-two percent of consumers allow smartphone versions of well-known social networking applications such as Facebook to access their key chains, passwords and log-ins that are used on their desktop computer or tablet (see Bar Chart 15). Twenty-nine percent of consumers say they have considered installing an anti-virus product and 10 percent turn off Bluetooth â€Å"discoverable† status on their device when they are not using it. Only 10 percent set up download controls on their smartphone to protect against apps and games that may contain malware. Bar Chart 15: Security habits of smartphone users Each bar defines the percentage yes response Do you allow smartphone versions of well-known social networking applications such as Facebook to access your key chains, passwords and log-ins that you use on your desktop computer or tablet (only for those who use social networks)? Have you considered installing an anti-virus product on your smartphone? 29% 42% Do you turn off Bluetooth â€Å"discoverable† status on your device when you are not using it? 10% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Ponemon Institute © Research Report Page 12 Part 4. Methods Table 1 summarizes the sample response for this study of US consumers who own or use smartphones. Our sample frame consisted of nearly 30,000 adult-aged consumers located in the Unite States. These individuals were screened to ensure they use a smartphone for both personal and business purposes. A total of 793 responded to our web-based survey. Fifty-nine surveys failed reliability tests, resulting in a final sample of 734 consumers (2. 5 percent response rate). Table 1: Sample response Sample frame Invitations sent Total returns Rejections Final sample Frequency 29,921 27,498 793 59 734 Pct% 100. 0% 91. 9% 2. 7% 0. 2% 2. 5% Table 2a provides the types of smartphones used by consumers. Table 2b lists the operating systems contained on these smartphones. As can be seen, the top rated smartphones are Apple’s iPhone, RIM Blackberry and Google Nexus One. Accordingly, the top rated operating systems are iPhoneOS, RIM and Windows Mobile. Table 2a. Type of smartphone Apple iPhone RIM Blackberry Google Nexus One Nokia N8 Motorola Droid X T-Mobile G2 Sprint HTC EVO 4G Palm Pre Plus Samsung Epic 4G Other Total Pct% 27% 21% 12% 9% 9% 6% 6% 5% 4% 0% 100% Table 2b. Operating system iPhoneOS RIM Windows Mobile Android Symbian OS Linux Maemo Garnet OS Bada MeeGo Other or unsure Total Pct% 24% 19% 12% 9% 3% 3% 2% 2% 1% 1% 25% 100% Pie Chart 1 reports the age range of consumers in our study. Pie chart 2 shows the employment status of consumers. The largest segment of consumers are aged 36 to 45 (21 percent), and 52 percent are employed in a full or part-time position. Pie Chart 1: Age range 10% 2% 18% 18 to 25 26 to 35 36 to 45 46 to 55 19% 17% 56 to 65 66 to 75 75+ 21% 14% 10% 9% 52% 8% Pie Chart 2: Employment status 5%2% Employee Homemaker Retired Student Unemployed Business owner Active military 13% Ponemon Institute © Research Report Page 13 Pie Chart 3 reports the household income of consumers. Pie Chart 4 shows the location of consumers according to their region in the United States. A total of 44 states are represented in our sample. The median household income of consumers is $81,000 per year. Pie Chart 3: Household income Pie Chart 4: Regional location 1% 4% 10% 13% Below $20k 20 to $40k 41 to $60k 19% 19% Northeast Mid-Atlantic 14% 20% 61 to $80k 81 to $100k 101 to $150k 12% 18% Midwest Southeast Southwest 15% 17% Pacific west 16% 22% 151 to $200k Over $200k In addition to web-based survey analysis, we conducted debriefing interviews with a random cross-section of consumers. In total 128 individuals were contacted, resulting in 66 one-to-one interviews to discuss certain questions and probe for additional insights from the consumers when appropriate. A total of 53 percent of consumers are female, 47 percent male. Forty percent of consumers say they use their smartphone for both business and personal reasons. Only six percent say they use their smartphone solely for business (see Bar Chart 1). Ponemon Institute © Research Report Page 14 Part 5. Conclusion The key finding from this research is that consumers in our survey are unaware of the security risks associated with their smartphones. This could be attributed, in part, to the lack of information being published about smartphone security risks. We also conclude that there may be a perception that because the most popular uses are phoning and emailing they are not putting the data on their smartphones at risk. In contrast, the security of desktop and laptop computers receives much more attention. It is not surprising, therefore, that consumers surveyed are more worried about protecting their computers from security risks. This is despite the fact these devices can contain just as much sensitive data that if lost or stolen could result in financial harm. Caveats There are inherent limitations to survey research that need to be carefully considered before drawing inferences from findings. The following items are specific limitations that are germane to most Web-based surveys. ? Non-response bias: The current findings are based on a sample of survey returns. We sent surveys to a representative sample of adult-aged consumers in the United States, resulting in a large number of usable returned responses. Despite non-response tests, it is always possible that auditors who did not participate are substantially different in terms of underlying beliefs from those who completed the survey. Sampling-frame bias: The accuracy is based on contact information and the degree to which the list is representative of individuals who are information system auditors. We also acknowledge that responses from paper, interviews or telephone might result in a different pattern of findings. Self-reported results: The quality of survey research is based on the integrity of confidential responses received from consumers. While certain checks and balances were incorporated into our survey evaluation process, there is always the possibility that certain consumers did not provide responses that reflect their true opinions. B ? ? Ponemon Institute © Research Report Page 15 Appendix: Detailed Survey Responses Following are the survey results for a final sample of 734 adult-aged consumers located in all regions of the United States. Fieldwork concluded in February 2011. Sample response Sample frame Invitations sent Total returns Rejections Final sample Part 1. Background Q1a. Please select th e smartphone that you presently use. If you use more than one smartphone, please select the one you use most frequently. T-Mobile G2 Apple iPhone Motorola Droid X Samsung Epic 4G RIM Blackberry Sprint HTC EVO 4G Nokia N8 Google Nexus One Palm Pre Plus Other (please specify) Total Q1b. Please select the operating system your smartphone runs on. Symbian OS Android Linux Windows Mobile Bada MeeGo Maemo Garnet OS iPhoneOS RIM Other Unsure Total Q2. What best describes your smartphone use? Please select only one. Business use only Mostly business but some personal use Personal use only Mostly personal but some business use Both business and personal use equally Total Frequency 29,921 27,498 793 59 734 Pct% 100. 0% 91. 9% 2. 7% 0. % 2. 5% Pct% 6% 27% 9% 4% 21% 6% 9% 12% 5% 0% 100% Pct% 3% 9% 3% 12% 1% 1% 2% 2% 24% 19% 0% 25% 100% Pct% 6% 13% 16% 25% 40% 100% Ponemon Institute © Research Report Page 16 Q3. Who purchased your smartphone and who pays the monthly service (usage) fee? Please select only one. I purchased it without any reimbursement from my employer I purchased it and my employer provided some r eimbursement I purchased it and my employer pays monthly charges My employer purchased it and I pay monthly charges My employer purchased it and pays monthly charges Total Q4. Please select all the tasks that you do on your smartphone? Phone Personal email Business email Address book Texting Internet browsing Store or move data Obtain documents View documents Calendar Listen to music Schedule tasks Shop Camera Social networking Payments Games Maps and navigation Upload videos Location services Watch TV/films Banking Travel assistance Video conferencing Monitor health Q5. Have you ever paid for any item via your mobile phone? Yes, only once Yes, irregularly (maybe once every two months) Yes, regularly (maybe once a month) Never Total Q6a. Have you every signed up for a service or product on your mobile without realizing that there would be a cost? Yes No Total Q6b. If yes, please select the all the methods you used to sign up for the service or product. Text message Email Website Other Total Pct% 35% 13% 10% 8% 34% 100% Pct% 100% 89% 82% 57% 54% 53% 53% 52% 51% 51% 50% 48% 44% 42% 40% 38% 34% 24% 24% 23% 21% 14% 10% 9% 5% Pct% 11% 32% 23% 34% 100% Pct% 51% 49% 100% Pct% 34% 46% 31% 12% 123% Ponemon Institute © Research Report Page 17 Q7. Do you check your mobile bill or statement for unusual or unidentified payments? Yes, I check it every month Yes, but only if the bill is higher than usual Yes, occasionally Never Total Q8. Have you ever signed a terms and conditions request on your mobile phone? Yes No Unsure Total Q9. Have you ever been the victim of mobile payments fraud? Yes No Unsure Total Part 2. Attributions Q10. Please rate each one of the following statements using the scale provided below each item. Strongly agree and agree shown. Q10a. I do not feel my private information or privacy is at risk when I use my smartphone. Q10b. I do not worry that a hacker will attack my smartphone. Q10c. I do not worry about receiving marketing messages on my smartphone. Q10d. I do not worry about being tracked when using my smartphone. Q10e. I do not worry about losing my smartphone while traveling. Q10f. I worry more about the security of my desktop or laptop computer than my smartphone. Q10g. When downloading software to my smartphone I do not always check to see if the app is from a trustworthy source. Part 3. Scenarios Pct% 6% 8% 34% 52% 100% Pct% 46% 21% 33% 100% Pct% 12% 78% 10% 100% Strongly agree 18% 25% 10% 11% 18% 25% 21% Agree 38% 33% 23% 25% 32% 40% 41% Q11. Sometimes location data can be embedded onto image files such as digital photos contained on your smartphone so that other people can track where you are. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Pct% 21% 45% 34% 100% Pct% 13% 28% 59% 100% Ponemon Institute © Research Report Page 18 On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your location could be tracked while using your smart phone? Concerned and very concerned shown. Response Q12. Smartphone apps can transmit confidential payment information such as credit card details without the user’s knowledge or consent. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your credit card details could be transmitted with your knowledge or consent? Concerned and very concerned shown. Response Q13. Smartphones can be infected by specialized malware called â€Å"diallerware† that enable criminals to make use of premium services or numbers resulting in unexpected monthly charges. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could be infected by diallerware? Concerned and very concerned shown. Response Q14. Smartphone apps may contain spyware that allows criminals to access the private information contained on a smartphone. Were you aware that this could happen? Yes No Unsure Total Very concerned 29% Concerned 36% Pct% 11% 53% 36% 100% Pct% 6% 41% 53% 100% Very concerned 31% Concerned 35% Pct% 10% 58% 32% 100% Pct% 8% 65% 27% 100% Very concerned 36% Concerned 32% Pct% 15% 53% 32% 100% Ponemon Institute © Research Report Page 19 If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could be infected by spyware? Concerned and very concerned shown. Response Q15. Financial apps for smartphones can be infected with specialized malware designed to steal credit card numbers and online banking credentials. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone or downloaded apps could be infected by this specific type of malware? Concerned and very concerned shown. Response Q16. If a social network app is downloaded on a smartphone, failing to log off properly could allow an imposter to post malicious details or change personal settings without the user’s knowledge. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your failure to close the social networking app on your smartphone could allow unauthorized access and/or malicious posts your user account? Concerned and very concerned shown. Response Pct% 11% 56% 33% 100% Very concerned 33% Concerned 32% Pct% 9% 57% 34% 100% Pct% 5% 66% 29% 100% Very concerned 32% Concerned 28% Pct% 11% 56% 33% 100% Pct% 8% 55% 37% 100% Very concerned 26% Concerned 23% Ponemon Institute © Research Report Page 20 Q17. A smartphone can be disposed of or transferred to another user without properly removing sensitive data, allowing an intruder to access private data on the device. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Pct% 31% 36% 33% 100% Pct% 16% 54% 30% 100% On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that private information on the smartphone would not be removed properly before disposing of it or transferring it to another user? Concerned and very concerned shown. Response Q18. In many cases, people use their smartphone for both business and personal usage, thus putting confidential business information at risk. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your use of a smartphone for personal reasons could put the confidential information of your business at risk? Concerned and very concerned shown. Response Q19. A smartphone can connect to the Internet through a local WIFI network that is insecure. This may result in a virus attack to the device. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Very concerned 23% Concerned 28% Pct% 55% 28% 17% 100% Pct% 52% 36% 12% 100% Very concerned 19% Concerned 21% Pct% 35% 42% 23% 100% Pct% 23% 45% 32% 100% Ponemon Institute © Research Report Page 21 On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone when connected to an insecure Internet network may result in a virus attack? Concerned and very concerned shown. Response Q20. Smartphones contain basic security protection that can be disabled by jailbreaking, thus making the smartphone more vulnerable to spyware or malware attacks. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone’s security settings could be disabled remotely by a third party without your knowledge or consent? Concerned and very concerned shown. Response Q21. Smartphone users can be targeted by marketers based on how the phone is used for purchases, Internet browsing, and location. As result, the user may receive unwanted marketing ads and promotions. Were you aware that this could happen? Yes No Unsure Total If yes, has this happened to your smartphone? Yes No Unsure Total Very concerned 22% Concerned 20% Pct% 15% 57% 28% 100% Pct% 10% 55% 35% 100% Very concerned 34% Concerned 31% Pct% 60% 17% 23% 100% Pct% 58% 15% 27% 100% On a scale of 1 to 5, where 1 = not concerned and 5 = very concerned, how concerned are you that your smartphone could receive marketing ads and promotions? Concerned and very concerned shown. Response Part 4. Other Questions Q22. On average, how much personal data do you store on your smartphone? None (Go to Q24) Only a small amount of personal data A moderate amount of personal data A significant amount of personal data Unsure Very concerned 31% Concerned 36% Pct% 11% 23% 40% 26% 100% Ponemon Institute © Research Report Page 22 Q23. What kinds of data do you store on your smartphone? Email address Name Contact lists Photos Anniversary and other personal dates Location Music Home address Confidential business documents Date of birth Gender Credit or debit card numbers Videos Passwords PIN number Hobbies, sports and travel interests Ages and gender of children Names of children Alarm codes Planned future purchases Purchase history Health data Security test questions Q24. Do you use a one Gigabyte (or higher) storage device on your smartphone? Yes No Unsure Total Q25. What do you worry more about? Losing my wallet/purse Losing my smartphone I worry about both equally Total Q26. What do you worry more about? Losing my laptop computer Losing my smartphone I worry about both equally I don’t have a laptop computer Total Q27. Do you have keypad locks or passwords on your smartphone? Yes, keypad locks Yes, passwords Yes, both keypad locks and passwords No, neither Total Pct% 97% 85% 69% 59% 53% 52% 47% 40% 37% 33% 32% 29% 25% 23% 19% 15% 13% 13% 11% 8% 8% 5% 2% Pct% 19% 68% 13% 100% Pct% 50% 23% 27% 100% Pct% 38% 10% 19% 33% 100% Pct% 20% 19% 10% 51% 100% Ponemon Institute © Research Report Page 23 Q28a. Do you synch your smartphone with any of the following devices? Laptop Desktop Another smartphone An online backup storage solution None of the above Total Q28b. How regularly do you synch your smartphone with any of the devices listed in Q28a? Hourly Daily Weekly Monthly Irregularly Total Q29. Do you allow smartphone versions of well-known social networking applications such as Facebook to access your key chains, passwords and log-ins that you use on your desktop computer or tablet? Yes No Unsure I don’t use social networking apps Total Q30. Do you turn off Bluetooth â€Å"discoverable† status on your device when you are not using it? Yes No Unsure Total Q31. Have you considered installing an anti-virus product on your smartphone? Yes No Total Q32a. Do your children have a mobile/cell smartphone? Yes No I don’t have children Total Q32b. If yes, do you use your children’s smartphone to keep track of them (from a security perspective)? Yes No Total Pct% 44% 38% 9% 8% 45% 144% Pct% 25% 29% 14% 8% 24% 100% Pct% 21% 25% 4% 50% 100% Adjusted 42% 50% 8% 0% 100% Pct% 10% 83% 7% 100% Experienced 30% 62% 8% 100% Pct% 29% 71% 100% Pct% 22% 33% 45% 100% Experienced 53% 47% 100% Pct% 41% 59% 100% Ponemon Institute © Research Report Page 24 Q32c. If yes, do you set up parental controls on the smartphone to protect your children when they access the Internet? Yes No Total Q33. Do you set up download controls on your smartphone to protect against apps and games that may contain malware? Yes No Unsure Total Q34. When deciding which smartphone to purchase, how important are its security features? Very important and important shown. Response Part 5. Demographics D1. Please check your age range. 18 to 25 26 to 35 36 to 45 46 to 55 56 to 65 66 to 75 75+ Total D2. What is your present employment status? Full-time employee Part-time employee Business owner Homemaker Retired Student Active military Unemployed Total D3. What range best defines your annual household income? Below $20k 20 to $40k 41 to $60k 61 to $80k 81 to $100k 101 to $150k 151 to $200k Over $200k Total Pct% 21% 79% 100% Pct% 10% 74% 16% 100% Very important 21% Important 22% Pct% 18% 19% 21% 17% 13% 10% 2% 100% Pct% 48% 6% 5% 13% 10% 9% 2% 8% 100% Pct% 13% 20% 22% 17% 14% 10% 4% 1% 100% Ponemon Institute © Research Report Page 25 D4. What is your highest level of education attained? High school Vocational University or college Post graduate Doctorate Other Total D5. Please check gender: Female Male Total D6. Are you head of household? Yes No Total D7. US Region Northeast Mid-Atlantic Midwest Southeast Southwest Pacific Total D8. Please rate each one of the following statements using the following five-point scale. Strongly agree and agree sown. The Internet is central to my lifestyle I often give advice to others about how best to use computers and software I need to ask for help if something goes wrong with my computer I always try to spend as little time as possible online I am often confused when I try to use the Internet to do things I am really concerned about online threats Only people who do risky things on the Internet are at risk to online threats I don’t feel the online threat is that significant Pct% 21% 22% 45% 7% 1% 4% 100% Pct% 53% 47% 100% Pct% 48% 52% 100% Pct% 19% 18% 17% 15% 12% 19% 100% Strongly agree 25% 19% 22% 16% 23% 18% 15% 18% Agree 32% 21% 23% 24% 24% 35% 28% 34% Ponemon Institute © Research Report Page 26 Please contact us at 231. 938. 9900 or send an email to research@ponemon. org. Ponemon Institute Advancing Responsible Information Management Ponemon Institute is dedicated to independent research and education that advances responsible information and privacy management practices within business and government. Our mission is to conduct high quality, empirical studies on critical issues affecting he management and security of sensitive information about people and organizations. As a member of the Council of American Survey Research Organizations (CASRO),we uphold strict data confidentiality, privacy and ethical research standards. We do not collect any personally identifiable information from individuals (or company identifiable information in our busine ss research). Furthermore, we have strict quality standards to ensure that subjects are not asked extraneous, irrelevant or improper questions. Ponemon Institute © Research Report Page 27 How to cite Smart Phone, Papers

Ryanair low cost airline

Introduction This case study highlights some aspects of Ryanair low cost airline operation. The company was the largest airline carrier by passengers and market capitalisation in the year 2009. The company based its operational model on the low cost strategy in order to increase its market shares and reduce costs. This model proved suitable during the economic crisis of 2008. The company also has a huge potential for growth as the EU low fare airline markets expand.Advertising We will write a custom case study sample on Ryanair low cost airline specifically for you for only $16.05 $11/page Learn More Ryanair has also introduced ancillary services to increase its revenues. However, some these strategies are not popular with customers. In addition, the company also suffers from negative publicity due to its treatment of customers and persons with disabilities. Still, Ryanair also has challenges related to legal issues, fierce competition, EU ban, regulator y measures and costs, and fuel costs among others. The company needs a new strategy for its future operation. This should focus on reducing its risks and improving its market share. Current mission/objectives and strategy Low fare Ryanair operates on a low cost strategy. Customers and competitors know Ryanair for low prices. The company underwent restructuring in the 1990s and changed policies that eliminated free services. Ryanair has been operating as no frills passenger airline. The company has relatively low fare in relation to its competitors. However, Ryanair also has some of the most controversial charges in the airline industry. For instance, Ryanair has additional charges for passengers using wheelchairs, infant fees, baggage charges, check-in fees, and onboard toilet fees among others. Such fees related to wheelchairs, and how the company treats persons with disabilities have attracted controversies and negative publicity among stakeholders. In all, the low price strategy has positioned the airline as the cheapest in the European markets, and it constantly changes its strategy to match the European market (H’Oggins 618). The company also has some serious challenges from both inside and outside. These include poor customer services, legal challenges, fierce competition, regulation requirements, and poor relations with unionists among others. Low maintenance cost The low cost model has also resulted into low maintenance cost strategy. For instance, the company reduced its operating costs by 4 percent. The company maintains its costs as low as possible due to its fleet and staff. This approach also covers environmental area as the company strives to invest in environmental friendly fleets. These fleets are also fuel-efficient. The company’s low maintenance cost also includes staff training. Ryanair also reduced flight frequencies in loss making routes in the UK and Ireland.Advertising Looking for case study on business economics? Let 's see if we can help you! Get your first paper with 15% OFF Learn More Ancillary services Ancillary services are also core parts of Ryanair strategy. This strategy aims at increasing the airline’s revenues. The company has in-flight beverages, food, online and onboard gambling, mobile phones, ‘fat tax’ for overweight customers, and sale of merchandise for extra revenues. In addition, Ryanair also has accommodation, car rental and travel insurance services. According to Ryanair financial statements of accounts, revenues from ancillary services have been growing steadily for the past three years, i.e., from  £3.6 million in 2007 to  £5.9 million in 2009. However, not all these ancillary services, such as gaming and entertainment console were successful as they met resistance from passengers. Expansion strategy Ryanair also has an aggressive expansion strategy. For instance, the company expects to operate 300 fleets by the year 2012. Meanwhile, Ryanair has invested in new and environmental friendly flights. The company reduced operation in loss making routes of the UK and Ireland, but replaced them with profitable routes in Germany, France, and Spain. The company took advantage of diminishing carriers and planned to open 146 new routes in 2010. At the same time, Ryanair also focused on increasing its market shares. This was also evident in the failed takeover attempt of Aer Lingus. Productive Employees Productive workforce strategy is also a strategy in Ryanair, and this starts from the CEO. The company nearly doubled its staff during the last three years of operation. Ryanair claimed that it paid its crew better than any other airline company. For instance, in 2009, the company Annual Report claimed that it paid an average of  £45,333 higher than other companies. In addition, pilots and other cabin crews negotiated new pay deals with the company. These negotiations aimed at maintaining a healthy workforce and complying with th e EU regulations. Web site advertisement Ryanair marketing strategy aims at positioning it as a low cost airline company. Ryanair has exploited Internet marketing opportunities and in turn eliminated travel agents. The Web site has been the primary tool that the company uses to advertise its low cost services. Consequently, Ryanair promotes its Web site on newspapers, radio, and television. This effort has ensured that 99 percent of the booking takes place via the Internet.Advertising We will write a custom case study sample on Ryanair low cost airline specifically for you for only $16.05 $11/page Learn More Ryanair is sensitive to costs. Consequently, it relies nearly on free and controversial publicity. These include topical advertising, press conference and publicity stunts. In addition, the company also relies on distributions of promotional and advertisement materials, cooperative advertisement with other travel organisations and tourist boards. In ternal and external environment Economic factors Michael O’Leary commented that â€Å"an economic recession is good for Ryanair, as it can survive it better than airlines with higher pricing models† (H’Oggins). The globe recession of 2008 was the major economic factor that Ryanair faced. Economists like McConnell, Brue, and Barbiero claim that shifts in the economic patterns influence organisations operation (McConnell, Brue and Barbiero 34). The prevailing economic conditions influenced how passengers, sellers, and other stakeholders in European markets behaved. Airline companies diminished because their business models could not withstand recession challenges. However, as we have seen above, the recession created opportunities for low cost airlines like Ryanair. Ryanair was able to exploit the vacuum that other companies created. As a result, the company did not experience thorough effects of recession due to its business strategy of low cost. Instead, the com pany increased its operation to become among the best airlines in the region. From this observation, we can conclude that Ryanair business model was recession proof. However, tough economic conditions also had its effects on Ryanair. For instance, the company share prices dropped, revenue plummeted and it cancelled expansion decisions due to costs. The UK and Ireland routes became unproductive and forced the company to cut its operation in those routes. Ryanair was also able to exploit the favourable fuel prices in order to offer low fare fleets that no other company could achieve. In 2009 to 2010, the company managed to hedge 90 percent of its fuel costs and saved  £460 million. Political factors These are mainly regulations, taxes, and other related political factors. In this case, Ryanair must abide by EU regulations on airline operation. For a long time, Ryanair CEO has engaged in high-profile wars with the EU and British Airport Authority (BAA). For instance, the CEO accused the EU commission of bias towards low fare airlines.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company noted that the EU Commission prevented its agents from booking low cost airlines. This is a case of regional regulations affecting activities of Ryanair. At the same time, the Commission’s fixed charges also discriminate low cost airlines (Ryanair 2012). According Ryanair, this is discrimination against low fare airlines. At the same time, BAA has also imposed charges that affect the company’s revenues. For instance, the UK government planned to raise passenger charges from  £10 to  £11. Social factors The CEO can control the company’s image and its relationship with customers. This is because such factors affect consumers’ emotions, attitudes, opinions and interests about Ryanair services. Some of these social factors have generated negative publicity for the company. These may include relations with disabled and overweight passengers. At the same time, passengers who prefer service-oriented flights may not find high quality services in R yanair. Brassington and Pettitt note that social factors are priority concern to marketers (Brassington and Pettitt 24; Solomon 39). Technological factors Ryanair is technologically evolving company. The company conducts its 99 percent of bookings through its Web site. Ryanair noticed convenience that online services provided to its customers and the company. Therefore, the company advertises its Web site in different media. Technological developments have transformed the way airlines conduct their management processes (Kotler, Wong, Saunders and Armstrong, 2005). Legal factors The company has some of the most expensive lawsuits in the industry. Consequently, its operation costs have increased. The company has faced charges from regulators, competitors, passengers, and it is also in poor relations with trade unionists, politicians, and people with disabilities. Environmental factors Environmental factors also influence activities of Ryanair. The company embarked on using modern airc rafts and maximised usages in order to reduce emissions. At the same time, Ryanair also claimed that its decision to eliminate free food, beverages, and newspapers had reduced waste products from the company fleets. Ryanair SWOT Analysis Strength Low fare strategy Environmental friendly fleets Ancillary revenues generation Web site booking Few flights cancellations Weaknesses Poor customer services Overreliance on CEO Negligence on security issues Opportunities Growing EU markets Provisions of ancillary services Expansion of marketing strategies Investing in environmental friendly flights Using hedge to save on fuel costs Threats Expensive lawsuits Competition from other low fare flights and large flight companies, alternative modes like train EU ban on low fare flights Different states regulations and charges Unproductive routes like Ireland Customer resistance to some revenue generation strategies Negative publicities Map and determine the organizational stakeh olders’ expectations power and influence Shareholders High Power hareholders of Ryanair have significant power and control over the future of the company strategies (Roloff 233). Shareholders expect returns from their investments. However, since the year 1996, the company had never declared or paid dividends on shares. The company believes in retaining earnings for future expansions, acquisition of new fleets, and expansion of current services (Svendsen 85). However, shareholders of the company expect their dividends after 2012. We can also see how shareholders influenced Ryanair’s strategic decision to takeover Aer Lingus. Employees The company’s management team and employees have been responsible for its current position. Ryanair believes that it pays its employees relatively well above the average of other airline companies. For instance, the company report of 2009 claimed that the staff cost was  £45,333 above other European airlines. Employees can also n egotiate for favourable pay with the company, but their power is low. However, Ryanair also expects its employees to deliver positive results. Lenders Lenders have high interest in the company because of business advantages. However, their power to control the company’s decisions is low. Government /Regulators These groups influence all the company’s policy, charges, and decisions among others through their regulatory and tax measures. The company cannot consider decisions that go against governments’ wishes. Thus, their interest and power in the company remain high. Customers In a world of fierce competition, Walker and Marr believe that customers are key stakeholders for success (Walker and Marr 13). The company is favourable among low fare airlines in European markets. Customers expect fair treat and quality services for charges they pay. Though Ryanair is a low fare airline, the company has formulated some of the most controversial methods of charging custom ers extra fees. Some of these methods are not popular among its passengers. Ryanair charges persons with disabilities who use wheelchairs onboard. This move has generated debate on how the company handles its disabled customers. At the same time, the company also targets overweight passengers with its ‘fat tax’ charges. However, the ‘fat tax’ led to wastage of time and the management eliminated it. Some of these ancillary services for extra revenues have generated negative publicity for the company. In fact, critics of the airline believe that passengers use it because it is a low fare airline available in most routes. Competitors and Suppliers Competitors and suppliers are also important elements of Ryanair. We can look at fierce competitions among airline companies of Europe. These companies have based their battles on prices. Ryanair uses different media to compare its prices with its competitors. In turn, competitors have accused it of misleading passen gers. Competition among these organisations is responsible for the growth of the airline industry in Europe particularly the growth of Ryanair. The relationship between Aer Lingus is also crucial as it affected profits of Ryanair. Aer Lingus is a fierce competitor of Ryanair. However, Ryanair has 25.2 percent stake in the company. The deteriorating fortunes of Aer Lingus meant losses to Ryanair shareholders in the year 2009. As a result, Ryanair CEO admitted investment in the company was a mistake. In this case, the company could have sold its shares before accruing further losses (Lock 67). Another relationship of significance is the interaction between Ryanair and its suppliers. Ryanair attempted to expand its fleets in 2009, and the company invited Boeing and Airbus. The invitation of Airbus was a strategy that the company wanted to apply in order to get a massive discount from Boeing. Airbus declined because the process would be expensive and time-consuming. On the other hand, t alks with Boeing collapsed. These cases show how Ryanair management use different strategies in order to keep costs as low as possible. Formulation of new strategic direction for the organization This was the largest airline carrier by passengers and market capitalisation in the year 2009. In fact, the airline and its management have won several awards. In addition, its low cost strategy proved recession proof in 2008. However, the company must address some concerns for future growth by balancing its strategic direction with revenue generation, legal issues, market dynamics, and industry relations among others (Kaplan and Norton 56). Home Business Ryanair should emphasise weekend travel and last-minute travel and provide the best packages for such travellers. The company can rely on such strategies for improving its customer base. However, home business strategy for Ryanair can lead to poor services as customers may increase beyond the company’s capacity. This strategy may al so affect perceptions of customers about the quality of services Ryanair offers. As a result, some customers may use alternative means like rail transport. Holiday packages Ryanair should introduce free seat campaigns for a given period of time, especially during winter seasons. The company should use this approach as sales strategy particularly in unpopular routes so as to increase the number of customers. The company should offer few seats in popular routes. The company should also inform its customers about tax charges with free seat campaigns. Such holiday packages should save customers on costs and improve experiences of their holiday. This shall enable Ryanair popularise itself among travellers and attract many travellers. Promotional strategies can only improve the number of customers who need free seats or discounted services. Thus, Ryanair must restrict such offers to a specific number of customers for its fleets. Frequent traveller loyalty programme Ryanair should introduc e loyalty programmes for its frequent travellers. The company can reward its frequent customers through free flights or reduced charges. Every travel should earn redeemable credits. The best method to capture such data is through the use of smart card. The company must also give specific periods for expiry of such credits. Loyalty schemes should not target blackout dates. Thus, customers can redeem their free flights at any time. However, loyalty programmes can severely affect the profit of the company (Pocket Mentor 12). Referral discounts The industry is still competitive (Bache and Freeman 3). Thus, Ryanair should work with local travel and accommodation companies so as to promote its flight. In turn, customers who also book through the Internet can also get discounted rates in hotels rooms and car hire among others. However, the company must apply policies such as nonrefundable and advance payment in order to discourage cancellations after booking (Madison 233). Referral discoun ts also shall affect the company’s profit margins. Baggage and Saving Ryanair should encourage its customers who have baggage to check while booking in order to avoid extra charges while boarding. Customers can check the option and determine the number of baggage they can carry in different flights. This means that customers can purchase the baggage depending on their travel requirements. This option should also give customers opportunities to save flight costs instead of incurring extra charges when boarding. Web Booking and Check-in Ryanair should continue exploiting Web booking, and it should also introduce Web check-in before with or without luggage before a given deadline for check-in expires. This should also allow customers to choose their ideal seats depending on availability. This is a method of improving customer service for Ryanair that has poor customer service. Conclusion Ryanair has used low cost strategy to increase its market share and reduce costs of operatio n. This model protected the company from recession of 2008 and increased its competitive advantages. As a result, its customers have cost advantages. However, Ryanair also has some charges that customers oppose. Ryanair has huge potential for growth as EU market is growing, and it has not fully utilised the low cost model. The company must also address challenges that threat its operation, increase costs, and reduce profit margins. Works Cited Bache, Alan and Mike Freeman. â€Å"Is Our Vision Any Good?† Journal of Business Strategy, March-April (1999): 1-3. Print. Brassington, Frances and Stephen Pettitt. Essentials of Marketing. Essex: Pearson Education Limited, 2005. Print. H’Oggins, Eleanor. Ryanair: the low fares airline – future destination? Dublin: University College Dublin, 2010. Print. Kaplan, Robert and David Norton. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business Revie w Press, 2000. Print. Kotler, Philip, Veronica Wong, Saunders John and Armstrong Gary. Principles of Marketing. 4th ed. Essex: Pearson Education Limited, 2005. Print. Lock, Dennis. Project Management. Hampshire: Gower Publishing Limited, 2007. Print. Madison, Dan. Process Mapping, Process Improvement, and Process Management. Chico, CA: Paton Professional , 2011. Print. McConnell, Campbell, Brue Stanley and Barbiero Thomas. Microeconomics: Canadian Edition. 9th ed. Toronto: McGraw-Hill/Ryerson, 2002. Print. Pocket Mentor. Improving Business Processes. Boston: Harvard Business Review Press, 2010. Print. Roloff, Julia. â€Å"Learning from Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management.† Journal of Business Ethics 82.1 (2008): 233-250. Print. Ryanair. Ryanair condemns EU Commission bias against low fare airlines. 2012. Web. Solomon, Michael. Consumer Behavior. New Jersey: Prentice Hall Europe, 2006. Print. Svendsen, Ann. The Stakeholder Strategy: Profiting from Collaborative Business Relationships. San Francisco: Berrett-Koehler Publishers, 1998. Print. Walker, Steven and Jeffrey Marr. Stakeholder Power: A Winning Plan For Building Stakeholder Commitment And Driving Corporate Growth. New York: Basic Books, 2001. Print. This case study on Ryanair low cost airline was written and submitted by user Julissa C. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Avoid the Resume Black Hole With These Tips

Avoid the Resume Black Hole With These Tips Tired of applying and never hearing back? Use these resume tips to ensure your application makes it past the electronic gatekeepers. If you’ve ever looked for a job, you’re probably familiar with the notorious resume black hole. It goes something like this: You find the perfect job online, submit your resume, and then wait, hoping against hopes that you’ll receive a call back. More often than not, no one ever contacts you about your application and you’re left wondering what you could have done differently to change the outcome.Sound familiar? You’re not alone.As a career coach I often hear from job seekers who are frustrated by the lack of response from employers. What many of them don’t realize, however, is that often times, the hiring manager never received their job application.Let me explain. Before your job application is passed along to the hiring manager, it first has to be reviewed by one, if not two, initial gatekeepers: an electron ic screen known as an applicant tracking system (ATS), and a junior-level HR coordinator.In both of these cases, the gatekeeper has been instructed to scan the document for important pieces of information and terms related to the role at hand. If the resume meets this criteria, it will pass through the screen and make its way to the next reviewer, either an experienced recruiter or hiring manager who will have a better understanding of your work and capabilities. If your resume doesn’t make it past these initial gatekeepers, the hiring manager is never made aware of your application.Below are some resume tips to help your application avoid the resume black hole and make it through these initial reviews and to the top of the hiring manager’s pile.Avoid the Headers and FootersDon’t insert your contact information into the actual â€Å"header† portion of the Word document. This can get scrambled by the applicant tracking system and cause confusion for the re cruiter. Instead, decrease your top margin on the document to 0.5 inches and place your name, contact information, and hyperlinks at the top of the page.The same goes for using the â€Å"footer† section of the document.Stick to SimplicityWhile you may want to demonstrate your creativity to the hiring manager, the resume is not the place to do so. In fact, most ATS systems get easily confused by a resume’s extra bells and whistles, such as logos, pictures, embedded charts, symbols, and shading, and could easily reject your application out of confusion.Stick to standard fonts that are ATS-friendly. This includes Calibri, Arial, Tahoma, and Cambria. Click on the following link to view a full list of the best fonts for your resume.Use standard headers for the different sections of your resume, such as Professional Experience or Work History, Education and Professional Development, Technical Skills, and so forth.Lastly, upload your resume as a Word document instead of a PDF to the employer’s career site. ATS systems still have trouble processing PDFs and may miss important information in your resume. Save the PDF version for when you’re emailing your resume to a networking contact and want to ensure the formatting remains intact.Proofread Your Resume CarefullyWhile you may get dinged by a recruiter for misspelling â€Å"definately† when you meant to say â€Å"definitely,† at least they’ll be able to figure out what you’re trying to say. A software system will not. Don’t let your application get tossed into the resume black hole because of a simple typo.Proofread your resume. Then proofread it again. Then hand it over to your friend who majored in English and have them review it. Silly mistakes can be easily avoided if you take the proper precautions with these resume tips.Incorporate Relevant KeywordsEvery profession has its own set of jargon, acronyms, certifications, and skill sets that describe their work and industry. ATS systems are programmed to look for these resume keywords to rank your application and determine if you’re a good fit for the role.In order to make it past these initial reviews, it’s incredibly important to optimize your resume with relevant keywords. Start by reviewing the job descriptions you’re applying to and take note of the terms that routinely pop up on these job listings. If you possess these skills, incorporate these terms throughout your resume in the Core Competencies and Work Experience sections. Be sure to include a Technical Skills section towards the bottom of your resume that lists the systems with which you are proficient. You can also copy and paste a number of job descriptions into JobScan.co to identify the most frequently used resume keywords and see how your application measures up.Before you sit down to write out your role and responsibilities from your previous positions, take a look at the sample job descriptions you’ve gathered that represent your job target. How do they define the position and its responsibilities? What specific language do they use to state the core requirements for the role? If you’ve done that work before or possess those qualifications, describe it on your resume using the exact same wording.In addition, be sure to include the acronym as well as the full name of every job title, certification, degree, or organization that’s associated with your professional experience and qualifications. For instance, you may put â€Å"SSGB† after your name at the top of your resume, but be sure to also spell out â€Å"Six Sigma Green Belt† under your list of certifications. The same applies for common industry terms; while your job title may be â€Å"Director of MARCOM,† it’s important to also include the term â€Å"marketing communications† when describing your role.Don’t fall into the resume black hole. You may not be ab le to control the recruiter’s actions, but these resume tips will ensure your job application makes it past the ATS screen and onto a human being for review.This article was originally published on TopResume.TopResume is a Talent Inc. company, the personal branding destination for all career-driven professionals. Through our extensive network of professional writers, we offer career advice and analyze and write more resumes and LinkedIn profiles than any other service in the world. Ready to get started? Request a free resume critique today.

Humorous Quotes on Love and Marriage

Humorous Quotes on Love and Marriage Poking fun at love or marriage can be a dangerous proposition when youre making a joke in the presence of your loved one. Humor is like spice: the right amount can make a delicacy out of a bland meal. The key is the right amount. Use a humorous quote to season your words with the right amount of humor. Even then, be prepared to duck, apologize, and eat your words. At least, youll be able to attribute them to someone else. Thyra Smater Winsolow Platonic love is love from the neck up. Lily Tomlin If love is the answer, could you please rephrase the question? Woody Allen Love is the answer, but while youre waiting, sex raises some pretty good questions. Unknown Love is telling someone to go to hell and worrying about them getting there safely. Rogers Willson It doesnt much signify whom one marries, for one is sure to find out next morning it was someone else. Edgar Watson Howe A woman might as well propose: her husband will claim she did. John Updike Every marriage tends to consist of an aristocrat and a peasant. Frank Zappa I detest love lyrics. I think one of the causes of bad mental health in the United States is that people have been raised on love lyrics. Bill Cosby For two people in a marriage to live together day after day is unquestionably the one miracle the Vatican has overlooked. Honorà © de Balzac Great love affairs start with Champagne and end with tisane. Ray Bandy Honeymoon: A short period of doting between dating and debating. Johnny Carson I know youve been married to the same woman for 69 years. That is marvelous. It must be very inexpensive. H. L. Mencken To be in love is merely to be in a state of perceptual anesthesia - to mistake an ordinary young man for a Greek god or an ordinary young woman for a goddess. David Bissonette I recently read that love is entirely a matter of chemistry. That must be why my wife treats me like toxic waste. Beverly Nichols Marriage: a book of which the first chapter is written in poetry and the remaining chapters written in prose. Henry Louis Mencken Bachelors know more about women than married men; if they didnt, theyd be married too. Helen Rowland When you see what some girls marry, you realize how they must hate to work for a living. Anonymous Theyre almost inseparable. Sometimes it takes ten people to separate them. Anonymous If love is blind, why is lingerie so popular? Lord Dewar Love is an ocean of emotions entirely surrounded by expenses. Helen Rowland A man snatches the first kiss, pleads for the second, demands the third, takes the fourth, accepts the fifth†¦ and endures all the rest. Helen Rowland In olden times, sacrifices were made at the altar, a practice which is still very much practiced. Anonymous Love is one long, sweet dream and marriage is the alarm clock.

The European Court of Justice has distorted the purpose of the Essay

The European Court of Justice has distorted the purpose of the preliminary ruling procedure, as set out in Article 234 EC. The relationship between the nationa - Essay Example ompliance with EC law by the member states have compelled the European Court of Justice or ECJ, to formulate a general principle of state responsibility. This state liability is the result of the fact that EU Member States have to perforce, implement and enforce the EC law. Further, it is the duty of the national courts to decide on cases entailing violation of EC law granted rights of individuals. The doctrine of supremacy of Community law, which is well entrenched, states that the national law of the member states is subservient to the Community law. This doctrine applies not only to primary but also to secondary Community law and in case of a dispute between Community law and national law; the Community law has to be accorded predominance over the national law. Article 10 of the EC describes the various obligations that Member States have to fulfil in order to comply with the EC law. The preliminary reference procedure set out in Article 234 of the EC defines a formal relationship between the European Court of Justice and the national courts. The importance of this procedure lies in the fact that it is used to establish consistent rules, which the national courts have to follow in order to enforce EC law. The result was that the national courts became part of a â€Å"supra-national judicial hierarchy, with the European Court at its apex1.† Under the aegis of Article 234 EC, the ECJ developed the judicial system of the EU. As per the provisions of Article 234, if any clarification are required on questions of EC law, then any ‘court or tribunal may if it considers that a decision on the question is necessary to enable it to give judgement, require the Court of Justice to give a ruling thereon’. Due to such intervention, all national courts are empowered to make direct references to the ECJ. The ECJ was allotted a paramount position in the national judicial systems by Article 234 EC, which states that â€Å"Where any such question is raised in a case pending

Cisco Australia Case Study Example | Topics and Well Written Essays - 3000 words

Cisco Australia - Case Study Example The company could well be on its way to wearing Australia's best employer crown. So what is Cisco all about Cisco, which was founded in 1984 by two computer scientists from Stanford University, began life as a manufacturer of routing systems. Since it sold its first router in 1986, the company has more than lived up to its vision of 'Changing the Way We Live, Work, Play and Learn'. Apart from its core development areas of routing and switching, Cisco has now branched into various technology-related fields like IP communications, wireless LAN, home networking, application networking services, network security, storage area networking and video systems. The company, which has its corporate headquarters in San Jose, California, soon became one of the leaders in the global networking industry with a presence in over 115 countries. Today, it has a 47,000-strong employee base. Using the acquisition-partnership route, Cisco managed to make inroads into multiple fields. Today, Cisco's products provide solutions to a wide range of customers from business enterprises like corporations and government agencies to educational and research institutions. In 1994 Cisco set up base in Sydney, Australia, which was one of the company's first operations outside the United States. Today, Cisco Australia operates from around six cities and has over 600 employees on its payrolls. Australia is home to the company's Asia Pacific Technical Assistance Centre and Customer Assurance Group. Here's a list of the awards that the decade-old Cisco Australia won: Prime Minister's Award for Community Business Partnerships in August 2001. No 1 in the Hewitt Associates survey "Best Employers to Work for in Australia" in the under 1,000 employees category in 2002 and 2003 MAS National Award for Corporate Citizenship at the 2005 Australian HR Awards. [B(1.1)] Does Cisco Fit The New Workplace One of the main reasons for Cisco's almost meteorical rise to success was its ability to adapt to the new work order. Around 15 years ago, the same time that Cisco began operations; the new workplace became an important word in management parlance. Computers and the Internet were changing the way the world worked. Managers realized they needed to implement solid workplace strategies, to provide the infrastructure for enabling global, 24x7 work processes and remote collaboration "anytime, anyplace." (Aperture Technologies 2006, online ) This 'anytime, anyplace' strategy proved extremely beneficial for both organizations and their employees. It gave them considerable freedom, as they could now be mobile and work from just about anywhere. Freed from geographical and time constraints, an organization's managers could employ qualified people from just about anywhere in the world. A look at Cisco's growth graph during the past 20 years shows that in just over a decade, the company had spread its wings across continents. It managed to get the best in terms of qualified employees and a bigger customer base. A downside of this new workplace was that it put a strain on the companies' infrastructure and also affected workplace dynamics. This meant that enabling and empowering employees with a superior workplace was of paramount importance to the