S3 group4 west_jet
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WestJet was founded in 1994 by Clive Beddoe, Tim Morgan, Donald Bell, and Mark Hill. It operates as a low-cost carrier in Canada, differentiating itself through its caring attitude towards passengers. By 2003, WestJet captured 25% of the domestic Canadian market. While maintaining its culture of being fun, friendly, caring, and safety-oriented, WestJet now faces challenges around sustaining its high employee engagement during growth and resolving compensation issues with pilots.
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WestJet was founded in 1994 with a mission to provide safe, friendly and affordable air travel. It differentiates itself through a caring attitude towards passengers. WestJet aims to be one of the top five most successful international airlines by 2016 through a friendly and caring customer experience. Initiatives like CARE and PACT help propagate WestJet's culture throughout operations. WHY surveys measure employee engagement biannually. Both short and long term solutions focus on preserving WestJet's unique culture during expansion through employee training, engagement programs and standardized customer experience monitoring.
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WestJet was founded in 1994 with a mission to provide safe, friendly and affordable air travel. It differentiates itself through a caring attitude towards passengers. WestJet aims to be one of the top five most successful international airlines by 2016 through a friendly and caring customer experience. Initiatives like CARE and PACT help propagate WestJet's culture throughout operations. WHY surveys measure employee engagement biannually. Both short and long term solutions focus on preserving WestJet's unique culture during expansion through employee training, engagement programs and standardized customer experience monitoring.
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Sheet1Ytrainingscripts.tsd11-1-11Group A10.81.923538406213-1-1112-.docx
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Tuleen Basrawi
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Instructor: Ms. Dunia Mamlouk
Sunday, July 29, 2018
Table of Contents
Executive Summary 3
Internship objectives 4
Objectives for the Intern 4
Internship organization Objective: 4
University Objective: 5
Internship scope 5
Background about internship organization 5
Mission 6
Vision 6
Services that the company have in Saudi Arabia 8
Audit 8
Tax and Zakat 8
Advisory 9
Department in which intern is having her training at 9
Challenges faced a deal advisory department and suggested solutions 12
Conclusion 14
Executive Summary
An internship is an opportunity for students to apply theory learned in class to practice. This opportunity is beneficial to students who want to gain in the corporate world through presenting them with real work experience. The intern is doing her practice at KPMG from 24th June to 24th September, 2018 at the deal advisory unit. The well reputed company has several branches across the globe and offers services in relation to audit, tax and Zakat and advisory. Their objective is to build and offer professional services by building trust among clients. KPMG in Saudi Arabia continues to significantly invest in its Advisory practice.
This investment is reflected in the breadth of services provided to companies, intermediaries and public sector bodies in key areas such as deal advisory, risk consulting and management consulting and real estate. The company assists clients to address many urgent strategic and operational challenges in the current business environment. Over the last five years KPMG has been the leading company in providing professional services in Saudi Arabia. The company has three offices in the Kingdom located at Jeddah, Riyadh, and Al Khobar and has employed more than 823 people. The main responsibility of KPMG is to challenge its customers to view themselves as well as their market in a different perspective. The primary objective of KPMG is to sustain and enhance a quality professional workforce. The organization is a major contributor of international capital markets by supporting reforms that reinforces social responsibility and markets credibility. KPMG clients include.
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The document discusses the relationship between business strategy and project management. It defines what a strategy is and explains that a strategy must be simple, understood, and remembered in order to influence action. It also discusses how a Project Management Office (PMO) can help align projects with organizational strategy by choosing the right projects and delivering projects correctly. A PMO needs leadership support, the right talent, and to measure results beyond just project metrics. Questions are then asked about resources for strategy and project management, other popular agile methodologies, and tools that can help keep projects aligned with strategy.
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Emirates is one of the largest airlines in the world, operating out of Dubai. The document discusses Emirates' strategic human resource management and performance management. It provides details on Emirates' vision, history, leadership, services, competitors, SWOT analysis, compensation strategies, workforce development strategies, talent acquisition, organization development, employee engagement, and key performance indicators for performance management. The performance management system assesses quality of response, quality of operations and resolution time, and customer experience and satisfaction.
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- AN was privatized by the British government in the mid-1980s and underwent restructuring and downsizing.
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Sheet1Ytrainingscripts.tsd11-1-11Group A10.81.923538406213-1-1112-.docx
Sheet1Ytrainingscripts.tsd11-1-11Group A10.81.923538406213-1-1112-1-1110-1-118-1-11231-1-1211-1-1Group C20.62.0736441353221-1-1191-1-1181-1-115-11-118-11-1Group B15.21.923538406216-11-114-11-113-11-14211138111Group D 41.83.3466401061391114411146111Script/trainingNoYesScript -x1training -x2xAVGSdNo(-1)1123132112221019818GroupACMean10.8SD1.9235384062Yes(1)15421838163914441346GroupBDMean15.2St1.9235384062
Sheet2x1x2x3x1x2x1x3x2x3x1x2x3Average sales1-1-1-1111-151.521-1-1-1-11144.53-11-1-11-1156411-11-1-1-1785-1-111-1-115461-11-11-1-1537-111-1-11-167.58111111196.5Sum +1272298271280257260251Sum -1229203230221244241250Avg +6874.567.757064.256562.75Avg -57.2550.7557.555.256160.2562.5effect10.7523.7510.2514.753.254.750.25effect
1
12
Internship First Progress Report
Tuleen Basrawi
1310186
BNFN 4303 Internship Banking and Finance
Instructor: Ms. Dunia Mamlouk
Sunday, July 29, 2018
Table of Contents
Executive Summary 3
Internship objectives 4
Objectives for the Intern 4
Internship organization Objective: 4
University Objective: 5
Internship scope 5
Background about internship organization 5
Mission 6
Vision 6
Services that the company have in Saudi Arabia 8
Audit 8
Tax and Zakat 8
Advisory 9
Department in which intern is having her training at 9
Challenges faced a deal advisory department and suggested solutions 12
Conclusion 14
Executive Summary
An internship is an opportunity for students to apply theory learned in class to practice. This opportunity is beneficial to students who want to gain in the corporate world through presenting them with real work experience. The intern is doing her practice at KPMG from 24th June to 24th September, 2018 at the deal advisory unit. The well reputed company has several branches across the globe and offers services in relation to audit, tax and Zakat and advisory. Their objective is to build and offer professional services by building trust among clients. KPMG in Saudi Arabia continues to significantly invest in its Advisory practice.
This investment is reflected in the breadth of services provided to companies, intermediaries and public sector bodies in key areas such as deal advisory, risk consulting and management consulting and real estate. The company assists clients to address many urgent strategic and operational challenges in the current business environment. Over the last five years KPMG has been the leading company in providing professional services in Saudi Arabia. The company has three offices in the Kingdom located at Jeddah, Riyadh, and Al Khobar and has employed more than 823 people. The main responsibility of KPMG is to challenge its customers to view themselves as well as their market in a different perspective. The primary objective of KPMG is to sustain and enhance a quality professional workforce. The organization is a major contributor of international capital markets by supporting reforms that reinforces social responsibility and markets credibility. KPMG clients include.
Success Secret: Southwest airlines
Southwest Airlines started in 1971 with 3 aircraft and focused on keeping costs low to offer low fares. By emphasizing excellent customer service and a fun, supportive company culture, Southwest was able to achieve significant growth and market share. However, increased competition from other low-cost carriers poses a threat going forward. To sustain its success, Southwest will need to maintain its unique culture while continuing to find new ways to improve efficiency and reduce costs.
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The company with the highest investment performance wins.
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The Global Management Challenge (GMC) is the world's number one strategic management & business competition based on simulation. Global enterprises are using GMC as a core tool to apply their training and talent development strategies.
where teams of 3-5 members each, assuming the role of the board of directors, compete against each other by managing virtual companies listed on a simulated Stock Exchange.
The company with the highest investment performance wins.
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An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage. Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
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In 2008 Ford Retail’s vision was to create a consistent service culture so that every customer’s experience was a great one – building trust and customer loyalty. They put employee engagement at the heart of the company and asked Customer Plus to create a behaviour transformation programme that could:
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- improve customer retention.
This case study shows the outcomes of our response to that challenge.
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Mapping the Business Model(Osterwalder Canvas) and Marketing Strategies of ET...
Mapping the Business Model(Osterwalder Canvas) and Marketing Strategies of ET...Sarathy Kalaichelvan
The document discusses Etihad Airways' international marketing strategy using the airline as a case study. It analyzes Etihad's business model, strategic concepts, opportunities, and recommendations. Specifically, it covers Etihad's product lines, differentiation strategy, key partners, resources, cost structure, customer segments, and value proposition. In conclusion, it recommends Etihad maintain regional brand awareness, focus on relationships with suppliers for advantages, pursue continuous innovation, and target the business/first class market.Qantas airways limited- MakeMyAssignments.com
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Southwest Airlines has experienced significant growth since 1982 but now faces new challenges requiring changes to its historic organic growth strategy. While the culture of customer service and employee loyalty built by Herb Kelleher remains integral, Southwest must consider expanding to new airports and markets through mergers and acquisitions as well as modest fare increases to sustain profitability as competition increases.
HRM Presentation.ppt
Pakistan International Airlines (PIA) is Pakistan's largest airline, operating over 100 daily flights to 18 domestic and 25 international destinations. Established in 1955, PIA operates a fleet of over 30 aircraft from bases in major Pakistani cities. The airline has various departments including human resources, marketing, finance, and engineering. While PIA has strengths like its leading market position and brand recognition, it faces weaknesses such as high debt and reliance on oil prices. Recommendations to improve PIA include decentralizing decision-making, establishing strategic business units, empowering employees, reducing overhead costs, and improving two-way communication.
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Tata Ace is a new commercial vehicle launched by Tata Motors that has achieved initial success. It has doubled its production capacity to 60,000 units. To further increase production capacity efficiently, the group recommends a pilot project in North and East India involving cooperative competition with ancillary companies of other automakers. For new market entry, the group targets the intra-city travel market, and recommends partnerships with local auto shops, banks, microfinance firms and driving schools to strengthen distribution, financing, and job creation. International expansion is not recommended, rather the focus should be on strengthening the brand and launching new variants in India.
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Nestle was founded in 1867 and grew significantly through mergers and expansion across geographies and product categories. By 1982, Nestle had become the 25th largest international company with CHF 107.6 billion in annual sales. Nestle operated through local companies with autonomy, but was considering centralizing some marketing functions for greater coordination and economies of scale. Declining profits in the late 1970s led to a review of the organizational structure.
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The document presents pricing information for various Mercedes-Benz vehicle models sold in India from 2014-2017, including sedans, SUVs, coupes, convertibles, and more. It lists the base price in Indian rupees for models like the C-Class, E-Class, S-Class, GL-Class, M-Class, SL-Class, and high-performance AMG variants. The pricing shows annual increases over the 4 year period for Mercedes' full lineup of passenger and commercial vehicles available on the Indian market.
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Merc benz india - product mix - section s3 group 4
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S3 group4 west_jet
- 1. Prepared by: Group 4 Section S3 Abhishek Sharma FT13300 Arjun Choudhry FT13312 Garv Sharma FT13325 Irene Eltham FT13337 Mrityunjay Arya FT13350 Ramachandran FT13362 Sonali Das FT13374 Vijaykumar Bale FT13386
- 2. •Founded in 1994 by Clive Beddoe, Tim Morgan, Donald Bell, Mark Hill •Low cost carrier •Differentiator : Caring attitude towards passengers(guests) •Mission Statement : To enrich the lives of everyone in WestJet’s world by providing safe, friendly and affordable air travel. •By 2003, Westjet captured 25% of the domestic Canadian market •By 2007, revenues exceeded USD 2 Billion and earnings were USD 193 MM •The employee grew by seven times in 2008 in comparison with 1998 • In 2008, awarded the title of Canada’s most Admired culture for third consecutive year.
- 3. Cultural Values Align the interest of employees with the company Fun, friendly & caring Appreciative of people & guests Positive & passionate Commitment to safety Honest, open & commitment oriented
- 4. Problem Statement How to build and maintain the high-engagement culture while moving towards growth? How to resolve the compensation issues with the pilot’s?
- 5. Situational Analysis In 2008, West Jet was one of the few profitable airlines worldwide. Approx. 6000 employees at the end of 2008, 7 times more than it did in 1998. 36% of domestic market share compared to Air Canada’s 57%. Impending bankruptcy filing by Air Canada coupled with WestJet’s efforts to achieve market dominance. Outsourcing of Employees at International Destinations. Expiring Contracts of the Pilots. Stalled negotiations between management & pilots for new contract regarding pay structure.
- 6. Recommendations For maintaining the high-engaged culture : “Investment in Employees Begin with Recruiting” : Hiring Employees who are compatible with the WestJet’s Culture. Replacement of Contracted employees at International destinations with WestJet’s own employees or alternatively conduct an extensive immersion program for contract employees. Enhance employee engagement by facilitating trainings in : • Shaping Attitudes & Behaviors (Yes Leadership Bank) Cross Functional Leading to • Capacity Building Mentoring Programs • Performance Improvement • Talent Management • Leadership Development
- 7. Recommendations To resolve compensation issues with the Pilots: Using the “TRUST PAY” concepts: HCL went against industry accepted practices of having 30% of employees pay at risk and paid full salary. Entrusting employees with meeting their goals. Since WestJet is not facing any profitability issue, they need not reduce the compensation structure of the pilots just to be in line with the industry practices. IMPACT Paying Pilots above industry standards not only increases retention but also increases responsibility and loyalty towards the company objective of customer satisfaction.
- 8. Thank You