Airasia Berhad Strategy Analysis

Airasia Berhad Strategy Analysis Introduction AirAsia Berhad (AirAsia) is the leading low cost airlines in South East Asia, which has expanded rapidly since 2001. The company is based in Kuala Lumpur, Malaysia and has successfully positioned itself in customers mind through the simple slogan â€Å"Now Everyone Can Fly†. The company is currently valued at approximately RM2.7 billion and has a total of 60 aircrafts that fly to over 50 domestic and international destinations with over 400 domestic and international flights daily (Euromonitor International, 2009). The operation for the short and long haul are handled by AirAsia and its sister company, AirAsia X Sdn Bhd (AirAsia X) respectively (AirAsia, 2009). AirAsia aims to establish itself as a leading low cost carrier in market by valuing its customers through cost advantages created by operational effectiveness and efficiency. More customers are able to fly taking into consideration the low fare charges as AirAsia capture segments of customers that previously could not afford the airlines fare. Whether the strategy exploits the companys key resources Each organisation is unique in terms of it resources and capabilities and the key to success merely depend on its ability to find or create a competence that is distinctive (Teece, Pisano and Shuen, 1997). The Resource Based View (RBV) combines two perspectives, the internal analysis of phenomena within an organisation and an external analysis of the industry and its competitive environment (Eisenhardt and Martin, 2000) and (Collis and Montgomery, 1995). It goes beyond the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis by integrating internal and external perspectives. The ability of an organisations resources to present competitive advantages could not be determine without taking into considerations the broader competitive concept. Barney (1995) indicated that organisations resources and capabilities must be evaluated in terms of value, rarity, inimitability and organisation. Furthermore, Carpenter and Sanders (2009) suggested that in order for a company to gain co mpetitive advantage, they should possess resources and capabilities that are valuable, rare, inimitable, nonsubstitutable and exploitable (VRINE model). The value of the resources and capabilities interacts with the market sources and will differ based on time and industry. The three fundamental market forces; scarcity, demand and appropriability determines the value of a resources and capabilities (Collis and Montgomery, 1995). In order to answer the question of value, organisation could identify whether the resources and capabilities are able to meet market demand. As for AirAsia, the organisation relies on its human resources and management capabilities wherein these two components have satisfied the value requirement, as it has been able to meet the demand for the Low Cost Carrier (LCC) market. Resources and capabilities owned by AirAsia are homogenous in the market but aspect such as work culture and innovative routes make it difference from the competitors. For example, any ideas to improve the operations are welcome from all level of employees and in terms of route, AirAsia try penetrate new routes and will go to locations that others given up. In RBV concept, AirAsia can be characterised as a competitive parity company based on its valuable but not rare resources and capabilities. In airline industry, things like aircraft and fast turnaround time are easily imitated by others. Nevertheless, one of AirAsias distinct characteristic is path dependency wherein a characteristic of capabilities is developed and accumulated through a series of time (Dess, Lumpkin and Eisner, 2008). AirAsias work culture of openness between employees as well as the leadership from its Chief Executive Officer is something have been built up over a period of time which is difficult to duplicate. Moreover, the high capital requirement for market entry is another factor that leads to difficulty to imitate the resources and capabilities. It is undeniable that competitors can imitate the said resources and capability, however, it will take time and in the meantime, AirAsia will gain the competitive advantages. Controlling and exploiting the resources and capabilities provides competitive advantages to the organisations (Carpenter and Sanders, 2009). AirAsia has exploited it resources and capabilities, which is reflected in their financial performance. AirAsia has gradually increased its performance throughout the years. AirAsias s net profit for the 3rd quarter of 2009 totalled RM130 million ($38.4 million) which is sustained by rising passenger numbers and income from add-on services. The profit achieved was a turnaround from a RM466 million ($137 million) net loss in the same period last year (www.airasia.com). The fit of the strategy to current industry conditions The competitive environment consists of many factors that are particularly relevant to an organisations strategy. Analysing the external environment particularly the industry is a starting point for firms to develop a strategy. Porters five forces include the overall structure rather than focusing to any one element. However, the forces are not stagnant which tendency to change may occur. AirAsia operates within the airline industry and forces that are driven in the industry would identify the strength and weaknesses of the organisation. Rivalry among established companies Risk of entry by potential competitors Bargaining power of buyers Bargaining power of suppliers Substitute Products High Due to market growth High Full service airline might want to consider going low cost Low Price is at the cheapest. Low Limited provider in the market. Low There is competition train, bus, car travel etc There is potential market in the Asia for LCC due to the rapid economic and disposable incomes growth. This seems to be a profitable opportunity to tap. Infrastructure such as high-speed trains and highways has yet to meet the high standard level and therefore customers tend to choose the air as mode of transportation. Hence, threats of substitutes are low as the geographical structure of Asia has made air travel the viable, efficient and convenient mode of transportation. Looking into this scenario, AirAsia entered the airline industry concentrating on the LCC and noted that at the initial stage there were less rivalry but as the industry grows, the rivalry among established firms become higher partly due to price issues. AirAsias main competitors are Firefly, Tiger Airways and Jetstar Asia. Knowing the increase of competition in the market, AirAsia applied the adaptation process (Hanan Freeman, 1984) by expanding its operation to long haul services to various destinations. Moreove r, AirAsia realise the price is destructive and try to avoid direct price competition and try to create a friendly competition environment. As there is positive trend in the airline industry, full service airline carriers have refocused its operation related to costs and yields as it is seen as a requirement to maintain profitability (Graham and Vowles, 2006). There is possibility of new entrance of LCC, which creates further competition in the industry.For example, Firefly was set up by Malaysia Airline System Berhad (MAS) is a part of LCC industry in Malaysia that has adapted AirAsias low cost concept. However, it would not be a threat to AirAsia as Hanan Freeman (1984) highlighted it is difficult to imitate as tacit amount of knowledge is required on the targeted firm. The government barriers air service agreement and high capital requirement could act as barriers to entry. Due to significant growth within the industry, demand for additional aircraft has increased and suppliers will be in a powerful position. It was reported that Asia accounts for 40% of new aircraft orders for Boeing and Airbus and seat capacity on LCC worldwide has more than doubled in the past four years (Shameem, 2006). Due to few players, Boeing and Airbus, and lack of competition in the market, the bargaining power of suppliers are low. Consequently, there is not much competition in terms of pricing occurring between the two companies so an airline carrier will have to accept an offer from one of the suppliers. The bargaining power for buyers is low as there is no room to bargain for cheaper tickets as AirAsia provides the lowest price compared to other carriers. The biggest threats for AirAsia are the rivalry and risk of entry with the existing and potential competitors. LCC business is viable and there is healthy profitability provided AirAsia continuously improves itself and is flexible in the challenging market. The sustainability of the differentiators Porter (1996) indicated that to outperform rivals, an organisation need to deliver greater value to customers and build comparative value at a lower cost. The airline industry is at the growing stage and therefore stiff competition from existing and new LCC is expected in the future. In order to sustain its competitive advantage, AirAsia needs to leverage its competency in creating cost advantages. At present, AirAsia differentiates by providing substantially low fares with no frills concept and by offering innovative routes. Murray (1988) indicated that there is uncertainty for sustainable differentiation to be achieved through product innovation and suggested that the area that could be concentrated for the said differentiation is quality and service. While,Porter (1996) highlighted that positioning are successful based on activity system and simple consistency between each activity aligning with the organisation strategy. AirAsia builds it brand name by providing a good quality service at a low price. Furthermore, AirAsia focuses on branding through campaign and advertisement such as recent sponsorship deal with an American football team, Oakland Riders. During inception, AirAsia focused on internal destinations and have further entered the international destinations. AirAsia X is differentiated by its long haul LCC as customers would not need to look at different carriers to reach different destinations at a lowest price. It is based on the same no frills service model wherein the price is 80% lower than its competitor together with additional services that requires customer to pay additional payment such as food, entertainment and others. AirAsia also seek to create excitement amongst their customers with the range of innovative and personalized service such as self check-in. Customer loyalty is build by the differentiation, which could act as a defence against rivalry (Eng, 1994). Due to AirAsias success in the industry, competitor might want to adapt the companys business model. However, AirAsia had some advantages over its competitors by the advantage of experience and its brand enjoyed good recognition. AirAsia gain from the first mover advantage in South East Asia which allows it to establish itself before competition perceive further in this low cost segment, apart from competition that already exists across segments (low cost vs. full service carriers). AirAsia has the strength to lay down the rules and framework in the industry for business and operational suitability. Whether the elements of the strategy are consistent and aligned with the strategic position Strategy works as a driver in a firm in achieving goals and objectives (Carpenter and Sanders, 2009). AirAsias five strategy elements are as follows: Arenas (where will be active and with how much emphasis) * Low cost airline.  · specific markets-price sensitive customers (including first-time fliers) * Main base is located at the Low Cost Carrier Terminal (LCCT) at Kuala Lumpur International Airport (KLIA). Its affiliate airlines, Thai AirAsia and Indonesia AirAsia fly from Suvarnabhumi Airport, Thailand and Soekarno-Hatta International Airport, Indonesia, respectively. Vehicles (How to get there?) * Internal development via new routes. * Strategic partnership. Differentiators (How to win?) * Low cost short and long haul with no-frills. Customers have the choice of customizing services without compromising on quality and services. * Create new segment in airline travel based on value and service. Staging and Pacing (what will the speed and sequence of moves?) * AirAsia flies to over 60 domestic and international destinations with 50 routes, and operates over 400 flights daily from hubs located in Malaysia, Thailand and Indonesia. * AirAsia has flown over 55 million guests across the region and continues to spread its wings to create more extensive route network through its associate companies, Thai AirAsia and Indonesia AirAsia. Economic Logic (How do returns be obtained?) * Low operation cost through flying with one type of aircraft, uses secondary airport locations etc. * Low cost incentive with various choices of destinations. Porter (1996) presented three generic strategies that an organisation could use to overcome the five forces and achieve competitive advantage. Adopting a suitable strategy depends on the organisations industry, customer characteristics and capabilities (Murray ,1988) and (Eng ,1993). However. In the LCC segment, cost is the competitive priority and it determines market position. In lieu of this, AirAsia has applied the focused cost leadership strategy wherein it targets on specific markets; price sensitive customers as well as lowering its overall costs (Flouris and Walker, 2005). Murray (1988) disagrees that cost structure is vital in relation to the output performance compared to the price sensitivity. Factors such as economy of scale and quality of management teams within the organization could be the benchmark for cost leadership. Under the cost leadership strategy, level of operation efficiency is vital as it assist in achieving cost advantages than the rivals by searching continuous areas for cost reduction along its value chain that leads to economies of scale (Eng, 1993). AirAsia increases its efficiency through increased route network and its operating activities by adapting cost optimising techniques such as quick turnaround times and maximizing of flight utilisation for its aircrafts (Shari, 2003). AirAsia took advantage from the existence of e-commerce which is easier technique in providing information. The cost related to web is very low compared to other methods like advertisement on television. AirAsia has taken advantage from this method to reduce the cost of operations. Malaysia government has supported AirAsia through the opening of the LCC terminal in Kuala Lumpur International Airport, which enhanced its competitive edge by reducing costs and better logistic planning (Euromonitor International, 2009). Competitors tend to know how big the market is and how good the opportunity is in Asia. Therefore, there is threat by competitors, which could imitate AirAsias low cost base. Most of the competitors have the same concept of no frills and low price strategy and will continuously try to reduce its costs than AirAsia in order to gain sustainability in the market. The challenge for AirAsia is to reduce cost effectively which is difficult for the competitors to copy. Possible issues associated with implementation Strategy formulation and implementation are interdependent with the objectives being a coherent set of strategy elements and implement levers (Carpenter and Sanders, 2009). In order to succeed in the LCC segment, AirAsia will need to maintain its low cost elements in their business design, as it is critical to the long-term success. The main reason is because the more gaps arise between the competiting airlines, the more flexibility will be available to offer lower price and gain market share. An extended route system will most certainly be a key differentiator and to sustain its competitive advantages, resources and capabilities need to be analysed further. With the growth in the LCC, it will create opportunity to others to enter the market. Competition between carriers using the same business model will inevitably be intense. There were studies resulting that adapting one or more forms of generic strategy will enable organisation to outperform better (Murray, 1988). However, Eng (1993) indicated that Porter discouraged organisations to combine the said strategies as it is inconsistent as for example differentiation is related to cost. One of the major pitfalls against attempting to differentiate is by trying to combine low cost and differentiation strategy by starting to add frills in its business model. By applying this strategy, carriers have lost their source of competitive advantage by narrowing the strategic cost gap. Every frill or service adds to cost and reduced the strategic cost gap, thus curbing the flexibility to offer innovative price deals. Around the world, it has been observed that low cost airlines pursuing a generic b usiness design have emerged as the most successful. Conclusion AirAsias success is based on the no-frills, low fare, simple and convenient option air travel. The company has managed to deliver low fares by consistently keeping cost low through high efficiency in every art of the business and maintaining simplicity. The company has indicated that synergies between the internal and external factors could develop a competitive advantage. This has allowed AirAsia to position and be the market leader for LCC in South East Asia. The brand name is a major strength to AirAsia wherein a lot of effort is being done. For example, initially when considering to enter the UK market, the company has collaborated with Manchester United and later with referees of Football Association of England. At the moment, they also collaborated with a giant American football club, Oakland Riders to create brand awareness for the local public in order for them to enter the USA market in the future. Bibliography AirAsia offers a new take on the long haul, low cost airline sector (February 2009) Euromonitor International. (assessed on December 2, 2009) Barney J.B. (1995) Looking Inside for Competitive Advantage Academy of Management Executive. 9(4): pp. 49-61 Carpenter, M.A., Sanders W.G. (2009) Strategic Management: A Dynamic Perspective Concepts and Cases Edition. 2nd Edition. New Jersey: Pearson International Edition Collis, D. J.,Montgomery, C. A. (1995) Competing on Resources Harvard Business Review. pp. 118-128 Dess, G.G., Lumpkin, G.T., Alan, B.E. (2008) Strategic Management. 4th Edition. New York: McGraw-Hill Irwin. Eisenthardt, K., Martin, J.A. (2000) Dynamic Capabilities: What Are They? Strategic Management Journal. 21: pp. 1105-1121 Eng, L.G. (2003) Using Generic Strategies: Some Caveats Singapore Management Review. 15(2) : pp. 43-48 Flouris T., Walker T.J., (2005) The Financial Performance of Low Cost and Full Service Airlines in Times of Crisis Canadian Journal Administrative Sciences. 22(1) : pp. 3-20 Hanan M.T., Freeman J. (1984) Structural Inertia and Organisational Change American Sociology Review. 49(2): pp. 149-164 Local Company Profile: AirAsia Sdn Bhd-Travel and Tourism-Malaysia (October 2009) Euromonitor International. (assessed on December 1, 2009) Murray A.I. (1988) A Contingency View of Porters â€Å"Generic Strategies† The Academy of Management Review. 13(3) : pp. 390-400 Graham B., Vowles T.M. (2006) Carriers within Carriers: A Strategic Response to Low-Cost Airline Competition Transport Reviews.: pp. 105-126 Porter M.E. (1996), What is Strategy Harvard Business School. pp. 61-78 Shameem A. (September 26, 2006), AirAsia Taked Flights on Low Cost Carriers Business Week (Online) Available from http://www.businessweek.com/globalbiz/content/sep2006/gb20060929_437421.html (assess on December 2, 2009) Shari M. (September 1, 2003) A Discount Carrier Spread its Wings Business Week (Online), Available from: http://www.businessweek.com/magazine/content/03_35/b3847132_mz033.htm (assessed on December 2, 2009) Teece, D.J., Pisano G., Shuen, Amy (1997) Dynamic Capabilities and Strategic Management Strategic Management Journal. 18(7): pp. 509-533 www.airasia.com (assess on November 12, 2009)

The Importance of Leadership Essay -- student leadership program

When I first found out about the school's leadership program, I thought it was something I wanted to do. However, I almost did not apply for it. I filled out the application on the last day it was due and waited in anticipation for an answer. The leadership program has been a positive experience in my life. It has helped me to experience new things and change my way of thinking; it has helped me to become more direct, open and sincere; and it has introduced me to new, interesting, and wonderful people. Â   Through The leadership program, I have experienced many different things and have been introduced to new and different ways of thinking. The new and different experiences I had include working on a community service project with 25 of my peers (with help from our instructors and mentors) and working on an individual leadership project. The numerous and diverse speakers that taught the class each week brought with them unique perspectives. The speaker that I found most enlightening was Lance Brunner because his presentation awakened new emotions in me. Lance Brunner's session was about Mindfulness. The way he taught was attention grabbing. It focused the whole class's attention on what he was talking about. I especially like the point he made about thoughts being impermanent and how we should not let them control what we do. Lance taught me that a thought is as permanent or impermanent as everything else... ... leadership project and the group project helped me very much in my evolution as an Emerging Leader (Individual). I have become fond of all these people, and will know and work with a lot of these individuals throughout my college career, and maybe life. Â   Through the experiences I have had in the leadership program, such as the weekly sessions that featured speakers on diversity and individual ethics, and working on individual and group leadership and community service projects, I have learned to look at things from different perspectives and experienced new and different things that I will carry with me and use the rest of my life. I am glad I filled out that the leadership program application.

Barn Burning William Faulkner

Biography William Faulkner was born on September 25, 1897, in New Albany, Mississippi. During his adolescent years he was motivated to attend school and even skipped the second grade. Unfortunately, while becoming a young adult he grew less fond of his studies and dropped out of high school when he was fifteen. In 1918 he was rejected from the U. S Air Force since he did not meet weight and height requirements, he then returned home to Oxford, Mississippi. Faulkner attended University of Mississippi where he wrote the school newspapers and magazines.Due to his upbringing in the South which is duly noted in his literature works of art, Barn Burning would be considered his fictional representation of the merciless, money-making New South versus the land-owning, noble Old South. Barn Burning, part of a trilogy, also incorporates some aspects of his family life, for instance being brought in the times of the great depression. Barn Burning captures of the life of the south during this tim e period through his setting, characters, and symbols.In 1949, he won the Nobel Prize for literature which he used the income to establish a scholarship fund for black students. William Faulkner believed in integration of the South rather than segregation. William Faulkner â€Å"tells the story of his region and of his nation, to demonstrate the often tragic inextricability of past and present, to show the human capacity for baseness and for nobility, to search for truth and meaning in a world where values seem constantly to shift and to erode. † (Minter) Literary CritiqueIn the beginning, â€Å"Barn Burning† appears to be a story about a harsh father and his family, who seems to be caught up in his devilish ways. As you read further in to the story you find that the story is focused on the protagonist or son a poor sharecropper, Colonel Sartoris Snopes, who has to struggle with his father’s arsonist tendencies which are destroying his families’ reputatio n and life style, while coming to terms with his own ethics. However, don’t forget to notice the dialect in this story and Faulkner’s.Critic Hal Macdonald comments on dialect when Sarty Snopes says to himself, â€Å"He aims for me to lie [†¦ ] and I will have to do hit†(Faulkner 156) points out â€Å"Sarty's addition of an h before the pronoun â€Å"it,† although characteristic of some rural Southern dialects, nonetheless strikes the ear of a Southern reader† (Par. 1) In addition to the importance of dialect, we are missing out on a truly miserable pain in the context of the story seen through situations around a fire.Susan Yunis comments on the fact that Barn Burning focuses more on the tyranny of the father rather than the deplorable state his family is left in. An excerpt from the story shows this ongoing effect on his family: â€Å"The nights were still cool and they had a fire against it, of a rail lifted from a nearby fence and cut into lengths—a small fire, neat, niggard almost, a shrewd fire; such fires were his father's habit and custom always, even in freezing weather.Older, the boy might have remarked this and wondered why not a big one; why should not a man who had not only seen the waste and extravagance of war, but who had in his blood an inherent voracious prodigality with material not his own, have burned everything in sight?Then he might have gone a step farther and thought that that was the reason: that niggard blaze was the living fruit of nights passed during those four years in the woods hiding from all men, blue or gray, with his strings of horses (captured horses, he called them).And older still he might have divined the true reason: that the element of fire spoke to some deep mainspring of his father's being, as the element of steel or of powder spoke to other men, as the one weapon for the preservation of integrity, else breath were not worth the breathing, and hence to be regarded with r espect and used with discretion. †(Par. 2)One should see a boy whose family has been forced to leave their home, huddled by a small fire in the cool night, and who has huddled by such a small fire even on freezing nights to avoid the retaliation of angry landlords. I see discomfort, anger, even despair at the recurrence of this situation and at the powerlessness of the family to change it. Yet, this discomfort is never spoken by the narrator. Yunis states â€Å"that a narrator who focuses less on the child than on the motivation of his violent, even abusive parent seems incongruous† (Par. 3). Furthermore, the fire is one important symbol occurring in this story.Compared to Snopes fire he constructed for his family small and inadequate. His â€Å"barn-burning† flames had Confederate patrols after him many nights searching for the horse thief. Instead of becoming extremely satisfied by providing warmth and comfort for his family. Snopes would rather see a brief bla zing moment to preserve his integrity and feel powerful. In reality, he is powerless and poor with cruel intentions. In addition to the fire that says so much, the soiled rug portrays his resentment of individuals better off than him, taking it to a personal level.The luxurious rug symbolizes Snopes’ every relief, chance, and freedom he feels he has been unfairly denied, and in obliterating it, he gives up all regard for his life and family’s hope. Theme Level of Maturity in â€Å"Barn Burning† Being a parent is not easy. Parents must guide the children, should set good examples, and take care of them until the day that they can venture the world on their own. However, what if it’s the other way around? William Faulkner’s story titled â€Å"Barn Burning† shows a boy named Sartoris who matured at a very young age due to his family’s circumstances.He wished that things could be different for his family especially his father; the cold an d unyielding manipulator of the family. The innocence of a child is pure and beyond compare. They try things that is new to them or that intrigues them, and they usually role play or imitate what they see especially what the adults do. A child can be easily told to do this, do that, don’t say this, and don’t say that. Sartoris, on the other hand, doesn’t need to be told what to do nor what to say. He is a very intelligent and wise boy because he knows exactly what to do especially when he was being questioned by the authorities.He knows what will be the outcome if he tells the truth, so even if it is against his will, he lied to the authorities. Also, he felt that his father wanted him to lie â€Å"He aims for me to lie, he thought, again with that frantic grief and despair. And I will have to do hit† (Faulkner 156). This behavior shows how the father has planted the idea of how important family is for them to the point of being irrational. The critic Tho mas Bertonneau shares the same idea, â€Å"Abner's injunction to Sarty ‘to stick to your own blood’. Abner’s notion of ‘family’ only applies when it is convenient for him. Treating a child is very important as well.It molds and shapes them to be what they are in the future. It also shows what type of personality they will have like being bashful, lively, reserve, and sometimes aggressive. Child treatment is different and it depends on their gender. The example of this is if the child is a girl; she might be treated gently, but protective and tons of attention. On the other hand, if the child is a boy; he might be treated a little bit tougher, but somewhat lenient because boys sometimes do not need much attention than girls. Boys most of the time don’t cry that much or they don’t cry at all even though they are being scolded or sometimes being hit.They don’t show much of their emotions or thoughts because for them being a boy mea ns you need to be tough and not a cry baby. Also, be able to adjust their selves quickly to any situations, â€Å"If I had said they wanted only truth, justice, he would have hit me again† (Faulkner 158). Sartoris didn’t talk back nor cried even though he was hit by his father. He handled it very well because he knew if he talk back to his father; he will get hit and he will receive a lengthily sermon from his father. â€Å"The word ‘ferocious’ is related to the word ‘feral,’ or ‘wild’†(Bertonneau) Sartoris was treated very aggressively by his father.He wanted to tell the authorities the truth, but he couldn’t. As mentioned earlier, a child imitates what they see. If a parent is not careful with their actions or words a child might end up in the wrong direction. However, some children have a great distinction between right from wrong and what’s rude and what’s not. A child can also feel embarrassment if something has been done that they believe to be humiliating, â€Å" Watching him,†¦ his father held and saw the stiff foot come squarely down in a pile of fresh droppings†¦which his father could have avoided by a simple change of stride†(Faulkner 159).Sartoris felt so embarrassed because it’s a common sense that if there’s a pile of animal dropping on your way you should avoid it because if you don’t you will make such a mess and it will smell â€Å"Abner now barges into the de Spain house, tracking manure on the rug; he frightens Mrs. de Spain and humiliates the servant†(Bertonneau). This stubbornness of stepping on animal droppings shows Abner’s willful behavior of telling everyone that he was not their servant and he wanted his son to learn that. The developmental stage of a child is a step by step progression, but quick.On this case, Sartoris showed a great deal of maturity and thinking. He is more mature than his father. His judgment between right and wrong is impressive. He showed great thinking because he thinks it through before saying anything. He knew what’s going to happen if he tells the truth. Even if it’s against his will he remained silent because for him; his father is more important even though his father is trying to corrupt him. Sartoris have a bright future on his way because he has different outlook or view in the world; unlike his father.He is more of a man than his father because his respect to his self is great and the way that he thinks is mature rather than immature that you would expect from a child.? Works Cited Bertonneau, Thomas. â€Å"Barn Burning. â€Å"Short Stories for Students. Detroit: Gale, 2002. Literature Resource Center. Web. 11 Nov. 2012. Faulkner, William. â€Å"Barn Burning† Literature: An Introduction to Fiction, Poetry, Drama, and Writing. Ed. Kennedy, X. J. , and Dana Gioia. Boston: Pearson, 2013. 155-167. Print. McDonald, Hal. Faulkner's à ¢â‚¬ËœBarn Burning. ‘. † Explicator 61. 1 (Fall 2002): 46-48. Rpt. in Short Story Criticism. Ed. Jelena O. Krstovic. Vol. 92. Detroit: Gale, 2006. Literature Resource Center. Web. 11 Nov. 2012. Minter, David. â€Å"William Faulkner. † William Faulkner. Pearson Education, n. d. Web. 11 Nov. 2012. Yunis, Susan S. â€Å"The Narrator of Faulkner's ‘Barn Burning'. † The Faulkner Journal 6. 2 (Spring 1991): 23-31. Rpt. in Literature Resource Center. Detroit: Gale, 2012. Literature Resource Center. Web. 11 Nov. 2012.

The Inequality Of Low Wage Workers - 1132 Words

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In fact, the incomes of the rich are increasing significantly, while the low skilled workers’ incomes have been declining (The Economist,  "Wealth Without Workers†). According to The Economist, real median wages have been decreasing since 2000 in half ofRead MoreThe Inequality Of Income Inequality1229 Words   |  5 PagesIncome Inequality Income inequality has been a major concern around the world, and it mainly links to how economic metrics are distributed among individuals in a country. Economists generally categorise these metrics in wealth, income and consumption. Wilkinson and Picket (2009) showed in their studies that inequality has drawbacks that lead to social problems. This is because income inequality and wealth concentration can hinder or delay long term growth. In 2011, International Monetary Fund economistsRead MoreInequality : Inequality And Poverty1729 Words   |  7 Pages Inequality and poverty exist in our society because wealth and opportunity are inherited. If we all entered the world with an equal amount of resources, some would still rise above others but everyone would get the same chance to succeed in life. Since greed is one of the norms of our society, and wealth is passed from generation to generation, there will always be inequality and poverty. The system of wealth and inequality is actually pretty simple. It all boils down to a few things what youRead MoreGlobalization758 Words   |  4 Pagesmarkets  more efficient, increasing competition and spreading wealth more equally around the world. However, still many others assume that the costs associated with globalization outweigh the benefits, which has caused many problems. Growing income inequality and widening gap between richer and poorer are major problems seen in today’s world economy. In free international trade, the capital and the technology can flow across political bor ders. Redistribution of these resources will improve the efficiencyRead MoreThe Effects of Wealth Inequality in the U.S.1484 Words   |  6 PagesAnthony Giovenco Political Science Inequality Paper 12-18-14 The Effects of Wealth Inequality in the United States Wealth inequality in the United States has grown tremendously since 1970. The United States continuously reveals higher rates of inequality as a result of perpetual support for free market capitalism. The high rates of wealth inequality cause the growing financial crisis to persist, lower socio-economic mobility, increase national poverty, and have adverse effects on health and