Strategic analysis of ryanair

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Our staff of freelance writers includes over 120 experts proficient in strategic analysis of ryanair, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your strategic analysis of ryanair paper at affordable prices with Live Paper Help!1. Assessing Ryaianir's failure and success (performance overview)

1. 1 For any firm to be successful, it needs to take into account the following choices of

competitive arena, culture, resources, value chain, capabilities, competences and synergy

(Cole 000).

Therefore, by analysing Ryanair's financial performance from 1 to March 00, we consider the firm to have grown from strength to strength. By looking at Ryanair's load factors from 1-00, we have seen that the firms load factors have increased each year (This can be viewed in figure 1). This shows Ryanairs passengers have increased as the business has grown. (compare with easy Jet load factors).

Figure 1

Key statistics 10000010000

Scheduled passengers4. 5.5 7.4 11.1 15.7

Number of aircraft operated at period end 1 6 6 41 54

Number of employees at period end1,0 1,88 1,4761,51 1,87

passenger per employee at period end4,05 ,6 5,077,44 8,6

(Source Ryanair financial reports 1,000,001,00 & 00)

1. After conducting further analysis, we viewed the operating profit from 1-00, which have increased from 57.8 million in 1, to .4 million in 00 (this can be viewed in the figurebelow). This shows that Ryanair is succeeding in gaining more customers each year by offering a superior service.

Figure

10000010000

Operating Profit 5.8 70.1487.464.1 84.5

Net Profit57.8 7.5 104.5 150.4 .4

Earnings per Share (In euro cent) 7.47 1.6 .61 0.64 1.71

(Source Ryanair financial reports 1,000,001,00 & 00)

1. Ryanair uses various financial measures to assess its performance and does not just rely on one. The following three measures have been used to assess the performance of Ryanair ROCE (Return on capital employed), profit per employee, ROE (Return on equity), to measure performance and earnings per share. .

Figure

10000010000

Return on Capital Employed 5.6%4.4%5.%7.6%1.40%

Return on Equity 0.00%0.016%0.016%0.015%1.%

Profit Per Employee 0.0480.050.0710.080.16

Earning per share (EPS)n/a0.11p0.15p0.1p0.p

(Source Ryanair financial reports 1,000,001,00 & 00)

Figureshows one significant downturn in the ROE figures in 00, where ROE decreased by 0.01%., but it has not had any significant impact on the firm. All measures remained stable and increased each year.

One significant region, where performance can be measured is in terms of EPS.Shareholders funds at June 0 000, increased to 5.16 million compared to 4.17 million at June 0 1. Furthermore, figureshows an increase in EPS each year especially in 00, where it increased by 0.0p compared to 00. This shows that Ryanair is thriving in terms of its financial performance. For this reason it is able to take care of its shareholders and give them a vigorous return in their investment.

1.4 We can place these results in context by competing with those of easyJet, another European "No-frills airline". It is clear that on almost all measures easyJet is outperforming Ryanair.

. Assessing Ryanair's environment and Competitive Advantage

SWOT Analysis (a detailed SWOT Analysis can be viewed in Appendix 4 )

.1 A SWOT analysis is a very important tool in adding a company to find out who their main competitors are and what threat they may pose upon a firm. By analysing Ryanair case study (Haberberg and Rieple 001), we identified Ryanair could be facing competition on three fronts from other low cost operators, low-cost divisions of large international airlines and surface transport.

. StrengthsRyanair has much strength as it's a No 1 European Airline. One of its main strengths is to offer exceptionally low airfares compared with its competitors. In addition, Ryanair has a strong customer service base which enables it to distribute No 1 service to its customers all year around. For example, in June 00 Ryanir was No 1 for punctuality, least amount of bags lost and fewer passenger complaints.

. Weaknesses- one major weakness identified, as they increase destination flights, parts of the air transport infrastructure, such as air traffic control and ground transportation will become more congested. This may increase delay and may pose a threat to safety to both employees and customers. Another weakness which we identified is the restriction on night flying which can produce congestion and delays at other times. This may mean that Ryanair services could be postponed. (a list of other weaknesses can be viewed in Appendix 1).

. Opportunities- one of the main opportunities in the near future, could be to expand into Ireland as it continues to be the only country in Europe to miss out on extraordinary traffic and tourism growth. For example, this could a major success, in the case of social and economic trends that increase the spending power of groups like elder people, in Ireland.

.4 Threats- an immense threat that could destroy No 1 position for Ryanair, is the price of oil which could lead to a decrease in profit. Another major threat is high speed rail links which may have an impact on some short haul flights, for example to France. One of the main threats identified, could be the emergence of new no frill airlines which could affect the rapid growth of Ryanair. Therefore, they need to continue to offer excellent service to their customers and bring down the cost of flights. This way it will maintain its No1 position.

. Macro environmental factorsPEST (Far Environment- Analysing competition)

.1 Political and legal factors - Over the year's political issues have been a major concern for Ryanair. Airports have been privatised or are run by private sector firms on behalf of public sector owners. In the early days, airline industries were heavily regulated in the following ways

(1.) Which airlines were designated to fly a particular route (usually one or two

from each country).

(.) What fares can be charged.

(.) How many seats could be sold?

(4.) Which airports could be used?

But all this changed in 1, when the airline industry de-regulated in Europe. (Regulations imposed can be viewed in Appendix ……).

. Ryanair may face the following political/legal issues in the near future

(1.) Deregulation as the market increases in size, therefore economies of scale may arise.

(.) The inclusion of the Ballken states will make them more stable and accessible to

tourists which will increase the demand for such destinations.

(.) Move towards a federal government for the EU will likely mean attempts to create

heightened competition on a Europe- wide basis.

(4.) Ryanair is now able to operate a base out of any European country. This will give

them opportunity to expand into new markets.

(5.) Airports in the UK (Stanstead, Heathrow, Gatwick) have local noise restrictions, only

can operate at certain times of day and night. These restrictions may cause

curtailment of service on increases in operating costs and could limit Ryanair's ability

to expand its operating of affected airports.

(6.) Slots- currently, only 4 airports served by Ryanair, London Stanstead (one of its

primary bases of operations), London Gatwick, Turin and Manchester, are regulated

by means of "Slots" allocations which represent authorizations to take off or land at a

particular airport with specified time period. Therefore, any future proposals that

might create a secondary market for allocation of slots or allow trading of slots

among airline could create potential source of revenue for certain types of Ryanair's

current and potential competitors, many of which Ryanair's current and potential

competitors, many of which have many more slots allocated at present than Ryanair.

.4 Economic- Economic activity is the major force behind the demand for travel in general, and the demand for air transport in particular. As Ryanair operates globally, exchange rates are very important in determining what prices can be charged within each country it operates. The following table shows

Figure 4

IR £ PER £IR £ PER US$

Q1 11.1610.7116

Q 11.1780.7456

Q 11.060.7507

1-Jan-001.7880.7781

0011.660.646

00-0.666

00 Q1-0.6

00 Q-0.6176

The above table shows the exchange rates that affect the buying power of consumers. In 001 the exchange rates decreased compared to 1 Jan 000. This could be due to September 11th out break. But this is proved to be an advantage for Ryanir as low exchange rates mean Ryanair can compete in different markets more effectively.

Economic outlook for the Future for Ryanair

1.Public expenditure is a major factor in the prosperity of any industry. As personal disposable income increases, more and more people will be willing to travel with Ryanair. Furthermore, although annual GDP growth slowed between 001/0 to 1.8% compared to a .% the previous year the economy is forecast to increase its growth rate in the short-term. In real terms GDP is expected to increase to .5% between 00 and 004. This will also increase consumer expenditure by 10%. This bodes well for the Ryanair and the airline market.

.Currently nearly all of the G7 economies are in or near to recession due to the adverse affects of travel of the IRAQ war and outbreak of Sars. However, since predictions vary over the expected economic climate even for the next few months it is always difficult to ascertain demand.

.Of all the airlines such as British Airways, the low cost airline (E.g. Ryanair, easyJet) ones are the best positioned to withstand recession, but perhaps their stock market- valuations are about to peak.

4.Continued rapid expansion remains Ryanair's policy with new routes between the UJ and western Europe and new continental bases. The company is also planning a major new base at Stockholm's Skavsta Airport to serve to expanding market for low cost within and outside Scandinavia.

5.In February 00, Ryanair announced a plan to increase its existing orders for Boeing 77-800 aircraft by , bring its overall outstanding order book to 15 Boeing jets, with another 15 on option. Some of these will go towars replacing Buzz's existing fleet. These plans are to be completed by 008.

6.Competition from other low cost "no-frills" airlines could affect the economic climate of Ryanair if any of the new established low cost airlines are able to gain foothold in the market.

7.Due to the affect of Sars and Iraq war and the threat of further terrorist attacks, insurance costs may increase. This could be a major disadvantage for Ryanair and other no frills airlines especially new emerging airlines.

Other important economic factors relate to the supply of an demand for key inputs, such as oil. If oil consumptions decrease may affect the profitability of Ryanair as it needs oil in order to run its aircrafts.

.5 Social/Cultural- trends tend to have a life of only a few years, as consumer purchasing power changes over time. Ryanairs services are available all the time to its customers it does not change, unless customers who book regular cheap flights decide to switch to business class or one of their competitors because their circumstances have changed. E.g. extra expenditure from a new job or prices of fares are cheaper else where.

Furthermore, the public are generally quite friendly to the prospect of cheap flights, however they may feel begrudged where they see promotions found in news papers where flights are for £10 only to find that the actual cost is much higher for the particular time or day they wish to travel.

Furthermore, one of Ryanair's main aims towards its employees is to understand the group's strategy, in order to gain commitment5. The motivation and commitment of the employees is part of measuring performance. The groups' policy is to provide training, career development and promotion opportunities which are available to all employees. Therefore, Ryanair needs to keep its employees they are an asset, do not want them to go and work for one of their competitors cause they provide a better employment package. If on the other hand, competitors (e.g. easy jet) prices are lowered, then they will go and spend their extra cash with them. This highlights, that the firm needs to keep grip on their position as No1. Ryanair considers the importance of effective communication with its employees.

.6 Technological

In the airline industry, many new technological factors have been introduced. In 001, Ryanair introduced 10 new Boeing 77-800 series aircrafts, in order to upgrade their aircrafts in order to compete with their competitors. These aircrafts enabled Ryanair to employ the latest technology in terms of engine noise reduction and reduced level of fuel consumptions. This gave them advantage overeasyJet who are using Airbus A1s.

A significant factor in the low-cost/no-frills growth has been the growing popularity of the Internet, through the availability of swift and simple on-line booking and payment by credit card, in addition to the growing use of direct telephone reservations, has proved to be a god send for the low cost operators. It has enabled them to bypass travel agents, and pass the savings on to the passenger. Mintel estimates that around two-thirds of all bookings come through the Internet, and the figure is likely to increase. Only a comparatively small number of tickets are sold directly at the airports or through a travel agent.

Furthermore, the amazing success of Ryanair.com will continue to transform Ryanair's business model. The internet development will enable Ryanair to gain large savings in sales, marketing and distribution costs. For example, in the last 1 months % of sales have been taken through Ryanir.com. this has enabled Ryanir to reduce sales, marketing and distribution costs by 6%. Again like other low cost airlines whose average fares are being increased Ryanair has passed on these savings in the form of lower average airfares.

4. Industry Analysis with Porter's five forces model (near environment)

Michael Porter's seminal article, 'How competitive forces shape strategy' (17) introduced the five forces model for analysing an industry. It is as follows

(Source M. E. Porter, 17)

4.1 The bargaining power of suppliers

In most industries, including the airline industry, firms rely upon suppliers to ensure that their goods and services are available on time and at a high quality (Haberberg and Rieple 001).

After looking at Ryanair, we established that they need supplies of aeroplanes, fuel and airport facilities, together with time slot's during which its aircraft are able to take off and land at designated airports. Furthermore, if firms have a wide variety of suppliers to choose from suppliers have little power. On the other hand, if there are few a suppliers, then a firm has more power over their suppliers. Fuel prices are a major cost with no substitute, therefore powerful hold on airlines. That is because aviation fuel is largely undifferentiated, which means that one supplier is good as another as all suppliers offer similar facilities. In addition, price of aviation fuel is directly related to the cost of oil, as an individual company Ryanair does not have the power to alter this.

Another form of supplier is the quality of service that is offered to its customers by Ryanair and its competitors. Ryanair has to offer a better supply service compared to Easy Jet , in order for travellers to arrive at their destination in time for the start of the working day, and airlines that deliver this are more attractive than those that cannot. By looking at Ryanair's 00 annual report, they were at No 1 position for punctuality (0.5% on time compared to Easy Jet 71.7%), fewest complaints received (.4% of none cancellations compared to Easy Jet). This analysis shows that Ryanair's performance is exceptional compared to its competitors.

Moreover, in the airline industry there are only two suppliers of aircrafts

1.Boeing

.Airbus

Ryanair tends to purchase Boeing 77-800 aircrafts; these provide a cheap and reliable option. One reason for using these types of aircrafts is because they are cheap for Ryanair to maintain than a mixed fleet, while easyJet uses Airbus.

It's clear from the analysis that suppliers powerful, as there are only a few suppliers in the market. The more Ryanair expands the more power it will possess over its suppliers.

In relation to life cycle, the suppliers of fuel and aircrafts are at a mature stage of the life cycle they have a foothold in supplying to the aviation industry as there are no other suppliers to stop them from charging high prices as they have control.

4. The bargaining power of buyers

Buyer power refers to the extent to which an industry's customers have the power to dictate prices, quality standards and other terms and conditions to the firms that are supplying them in determining buyer power behaviour, switching costs are used, which involves looking at the relationship between the firms in an industry and their customers. (Morden, T 17).

No frills service- Ryanair offers its customers low fares, which are designed to stimulate demand, particularly from fare conscious leisure and business travellers, who might otherwise have used forms of transportation or would not have travelled at all. Furthermore, Ryanair's no-frills scheduled service provides essential services such as frequent departures, advance reservations, baggage handling and consistent on-time service while eliminating non-essential "extras" such as advance seat assignments, multi-class seating, and access to a frequent flyer programme.

Taking advantage of internet bookings- in 000 Ryanair launched their internet site, which enabled customers to book flights at their own convenience through the www.ryanair.com, so no delays are experienced in booking flights. This provides customers with fast and dependable service. This stage is still in the growth stage, as not many customers, have access to the internet to take advantage of this facility. But this could be strategy that Ryanair could build in order to encourage their customers to use the internet to book flights. (They could inspire customers by offering them a discount if they booked online).

Business class and Leisure- Ryanair has segmented its customer into two broad categories business and leisure. Business class offers customers the opportunities to travel on a first class service. In addition, leisure travellers are customers who look for low fares, e.g. "No-frills Airline", such as Ryanair. Therefore, leisure travellers are usually visiting friends and family, who require low fares.

In 00, Ryanair increased its passenger volume by 4% to 15.7 million, compared to 00 where there were only 11.1 million passengers. This shows that customers tend to look for low air fares.

By analysing all the above buyers, we came to a conclusion that buying power is high unless there is good evidence to the contrary. Moreover, buyer power was low when Ryanair first started, and grow once customers established Ryanair also the sign of profitability indicated that they have matured into the industry.

4. The threat of new entrants

Haberberg and Rieple (001) have suggested the height of barriers to entry determines the strength of the threat that new entrants pose to firms in an industry. In many firms there are many barriers to entry such as economises of scale and threats of retaliation which is also a potential barrier to entry.

The threat of new entrants in the aviation industry is very lo w, due to increase in competition. Other operators will try to gain entry into the "no frills" airlines into European tourist countries such as France, Italy and Scandinavia. It is probable, that they will be some failures, as not every entrant will be successful as Ryanair or easy Jet, and as the UK market is starting to look a little crowded, as more and more "new entrants" emerge.

Furthermore, when low-cost operators enter a route, they expand traffic rather than take share from existing operators. For example, if easyJet enters a route that Ryanair already serves, Ryanair could be under threat to with draw from that particular route.

After analysing the threat of new entrants in the market, we have come to a conclusion; the entrance into the aviation market is very low, due to the high costs involved in setting up e.g. purchasing aircrafts, fuel prices, and recruitment of highly skilled staff. Another threat to entry could be the threat of retaliation. This could provoke Ryanair to cut prices or step up their marketing efforts to prevent the new competitors from getting a foothold in the market.

Most barriers to entry are not affected by an industry's progression through its life cycle. However, the transition from growth to maturity, and the resulting intensification of competition in an industry, is likely to reduce the threat of entry by making the industry less attractive, and try by making it more likely that Ryanair will take defence action against new entrants.

4.4 The threat of substitutes

Buyer power is strongly influenced by the availability of substitute products. If customers

ȱȵincrease their power.

The following are considered to be Ryanair's substitutes trains, ferries, other "No Frills" airlines. These modes of transport are no tenable threats distances too great except from London to Paris, which cam be reached by Euro Star.

Customers will turn to substitute products, if Ryainair does not offer lower fares than their competitors or a flight to a certain destination. For example, a customer wants to go to a certain destination which Ryanair does not offer then customers will go by train or ferry and Ryanair will lose out.

In relation to the life cycle substitute products are considered to have an effect of Ryanair's existing products/services in the market. Therefore, substitute products can make them uncompetitive, deriving it into the maturity or decline phase in its life cycle.

4.5 The industry jockeying for position among current competitors

The airline industry is a very competitive industry. Ryanair sells the lowest air fare tickets in the industry compared to its competitors. For a flight to Rome Ciampinio, leaving from London Stanstead it will cost you £6., but if you look at easyJet its competitor they charge £1. for the same destination. By analysing the prices of the same destination, it proves that Ryanair offers lowest fares in the market.

Ryanir operates cost leadership and differentiation strategies. The other strategy that it does not or is not able to implement is that of 'Focus' (Porter, 180). It does not maintain close links to its market, in order to do this.

Ryanair sustains a cost leadership advantage over all other operators, as it only flies out of 'uncontested, inexpensive airports', which have by comparison much lower airport charges. At some airports such as Heathrow these charges can double the price of a ticket. While easyJet fly into Glasgow international and mainstream airports.

The second strategy which Ryanir implements is differentiation. Ryanair offers lowest prices in the market, which differentiates it from its competitors.

How concentrated

How fierce

How global

5. Strategic Resources

Strategic resources are those that make a particular difference to a firm's strategic positionto its cost or differentiation advantage (Haberberg and Rieple 001). Resources consist of assets, capabilities and competences. Most organisations tend not to have a strategic resource, as strategic resources are very infrequent. For an organisation such as Ryanair to have a strategic resource, it needs to offer its customers something unique, that none of its competitors can offer.By analysing Ryanair's resources, we feel that they have no strategic resources, as currently Ryanair does not offer any service/s, which are not offered by its competitors (e.g. easy Jet). Nevertheless, it may come up with a strategic resource for the future, which competitors will be unable to replicate and would be far too expensive for them to reproduce.

6. Value chain

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tide polymorphism vs. family dinners. Neurotransmitters vs. sibling rivalries. Deoxyribonucleic acid vs. broken homes.

Its the age-old debate of nature vs. nurture. And the battle rages on.

In the wake of the horrifying death of six-year-old Kayla Rolland, who was shot point-blank by a fellow first-grader at her Michigan elementary school in early March, family, friends and people all across the country were left to wonder how a six-year-old boy could become a murderer. People usually speculate about what societal influences led him astray--but could it have been in his genes?

The nature of nurturing

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After witnessing the detrimental effects of a bad neighborhood on his peers, junior Mark Nyles believes the evidence is more compelling on the side of environment than science. The system affects everybody, says Nyles. My friends [who live in New York] got into a lot of trouble, but they were all people who were good at heart and got drawn into the wrong crowd.

And unfortunately, Rollands killer seemed to have been born into the wrong crowd. According to a March 1 Newsweek article by Keith Naughton and Evan Thomas, the shooters father could only be a part of his sons life between prison sentences for charges of cocaine possession and burglary. And his mother had recently been evicted from her home. She left the boy and his eight-year-old brother with an uncle, whose house, police say, served as one of the neighborhoods regular hot spots for dealing crack cocaine.

Clearly, there is something wrong with a picture like this. The family structure in which a child grows up greatly affects how he or she is able to react to the world, warns teen psychologist Dr. Meredith Branson.

Nyles recognizes and appreciates the role his family played in steering him in the right direction. All of the negativity my friends and I were around makes you curious, and [so] you want to get involved, he explains. Fortunately, my parents being there kept me out of trouble.

And so it seems that Rollands murder, which police say was prompted by a harsh exchange of words the day before, might have been prevented if the boys parents had provided a suitable environment for a developing child. Maybe then the shooter wouldnt have opted to settle the score with a gun.

DeCODEing the truth

But the environments influence on a childs development is not so widely accepted. Richard Herrnsteins and Charles Murrays 14 paper, The Bell Curve Intelligence and Class Structure in American Life, explored DNAs role in determining personality, and it reignited a large debate over the nature vs. nurture theory. But according to a January , 18, article in The Economist, most researchers agree that both DNA and environment play important roles in shaping a persons character. However, theorists are split about exactly how much influence each element has and thus, where the blame should rest for tragedies like the Michigan shooting.

For years, scientists have known that features like eye color and ear shape are controlled by specific genes carefully coded in each human cell. However, according to genetics teacher Angelique Bosse, researchers have had some difficulty in tracing the origins of more intricate traits like shyness, intelligence and aggression because they are multi-factorial characteristics, meaning they are connected to several genes and environmental factors.

Specifically, Bosse says, one study has suggested that an extra Y-chromosome in men could increase their tendency towards aggression.

While a persons genetic makeup may make him or her more susceptible to certain characteristics, Branson says parents, peers and community members have the ability to initiate and reinforce these tendencies. Genetics can give someone a predisposition to a certain feature, [but] the environment can both trigger the predisposition and affect the severity of the reaction, she explains. A girl may have [a genetic] inclination to have an eating disorder, but she might not develop the problem unless she grows up in an environment focused on looks, clothing and weight.

It takes a village

I have always had an interest in science, says history resource teacher Cherie McGinn, acknowledging the impact of genetics on human behavior and its relevance to todays society. However, being an educator first, I believe we can affect great change by creating a nurturing environment for students, which would be responsible for decreasing crime rates and increasing educational success.

In McGinns opinion, the solution lies within our schools. A child born in poor circumstances can turn out very poorly unless educators intervene, she says. Society has to undergo a major paradigm shift from the idea that children are born a certain way to realizing that, with appropriate education, children can achieve at high levels.

Senior Dayo Olaiya, who immigrated from Nigeria four years ago, is a genuine example of what McGinn would like to see more frequently in high schools. Olaiya explains that the academic environment in Nigeria was detrimental to his ability to succeed because the students were not as serious. He remembers, Most of the time [my friends and I] were just going out to have fun, not really studying.

The quality of schooling in the United States is much, much better than back home, Olaiya believes. I think [learning is] easier here because here we have after-school academic support, he explains. And most of my friends, were calling each other [for homework]. In Nigeria, you can hardly [find] that.

Since he has lived here, Olaiya has been able to accumulate a solid .7 cumulative GPA, which shows that he has been making the most of the opportunities his change in environment has offered him.

But most students wont experience the possible benefits of a drastic shift in scene like Olaiyas. In some cases, according to Branson, the impetus for change manifests itself in the guidance of one influential figure. Sometimes all you need is just one person to give you the confidence and support you need, she says.

And at times, one person is all that senior Peter Okolo had to help him maintain a diligent work ethic and a stellar . cumulative GPA in the Magnet program. Having grown up in a Rockville housing project where you could hear gun shots at night, Okolo based his priorities on the limited guidance of his mother who, he says, often couldnt come home from work untilora.m.

However, when his mother was around, Okolo says, she made it a point to emphasize the importance of respect. I always gave [adults] respect, and I felt that if I did well in school, I could get it, he says. I think [success is] all in your environment and how your parents raised you.

But of course, nurturists would argue otherwise. And so the battle of nature vs. nurture continues.

Without any decisive ground gained on either side, many people seem to be moving towards the center, claiming, as senior Jason Rubenstein does, I think its both. I think well learn in the future that there are a lot of little things that will be controlled by genes, and well find there are big things that arent.

And maybe well discover how to keep another Kayla Rolland from becoming another victim.

¡K¡K¡K¡K¡K¡K.

Nature versus nurture

From Wikipedia, the free encyclopedia.

Nature versus nurture is a popular term used to describe debates over the relative degrees to which ones genetic makeup (nature) and ones life experiences (nurture) influence ones traits or attributes. A wide variety of traits have been considered in such debates, including personality, sexual orientation, political orientation, intelligence, and propensity for violence or criminality.

Although nurture may have historically referred mainly to the care given to children by their parents, a number of other environmental factors probably also would count as nurture in a contemporary nature versus nurture debate, including ones childhood friends, ones early experiences with television, or even ones experience in the womb. Additionally, although childhood experience (especially early childhood experience) is often regarded as more influential in who one becomes than post-childhood experience, a liberal interpretation of nurture might count all life experience as nurture.

Clear-cut cases

In a few clear-cut cases, it makes sense to say that a trait is due almost entirely to nature, or almost entirely to nurture. In the case of Huntingtons disease, nature seems to be the right answer; basically, you will get the disease if and only if you have the corresponding disease. In the case of which particular language you speak, nurture seems to be the right answer; linguists have found that any normal child can learn any human language. With most interesting traits, however, there is probably significant mixing between nature and nurture, and people may disagree wildly about the relative importance of the two.

How we can try to compare the effects of nature and nurture, and why this is hard

Much of current thinking tends to discount the notion of genetics as valid in determining subjectively qualified traits, such as intelligence or personality but research has indicated that genetics often influences the development of these traits. Identical twins raised separately, for example, have often been found to live similar lives and have similar personalities and levels of intelligence. It is also thought that the environment may trigger the expression of certain genes, that is, determine whether and to what extent a genetic predisposition will actually manifest itself. Hence, untangling nature and nurture, even with experiments like the above, can be very problematic and open to wide interpretation.

After a long, contentious, maturing, what can be said scientifically, is that for valid categorical attributes, there can be probabilities assigned to genetic triggers. This is the limit of what genetics can scientifically predict about human psychological development.

A researcher seeking to quantify the influence of genes or environment on a trait needs to be able to separate the effects of one factor away from that of another. Often this reduces to calculating the heritability of a trait.

In many cases the difficulty of creating situations suitable for testing environmental and genetic influence on traits has been compensated for by finding existing populations that reflect the experimental setting the researcher wishes to create. For example, many twin studies have made use of identical twins (who have the same genetic makeup) who were raised in differing environments in order to control for genetic effects that is, any variation between twins is clearly attributable to the environment, allowing the researcher to quantify the effects of the environment by measuring variance of a trait between twins.

Contemporary researchers have pointed out the likelihood that the individual, to some extent, shapes their own environment in ways that are presumably influenced by their genes. In addition, environment may trigger the expression of genes, that is, determine whether and to what extent a genetic predisposition will actually manifest itself. Hence, untangling nature and nurture, even with experiments like the above, can be almost impossible.

Another is the question of intelligence - was Einstein genetically predestined to become a revolutionary thinker? The subject is highly contentious, as many questions raised seem unlikely to be answerable scientifically. With so many variables to contend with, it seems impossible to isolate the effects that either genes or the environment have on the subjects of experiments.

Moral difficulties eugenics, etc..

Modern science, however, tends to frown upon giving too much weight to the nature side of the argument, in part because of social consciousness. Historically, much of this debate has had undertones of racist, and eugenicist policies - the notion of race as a scientific validity has often been assumed as a prerequisite in various incarnations of the nature versus nurture debate. Genetics, long having been used as scientific justification for genocide, or race-based discrimination.

...Steven Pinker moral ideals directing science?

Philosophical difficulties are the traits real?

It is sometimes a question whether the trait being measured is even a real thing. Much energy has been devoted to calculating the heritability of intelligence (usually the I.Q., or intelligence quotient), but there is still far from any agreement on whether intelligence exists, or how one should define or measure it.

Myths and mysteries

Within the debates surrounding cloning, for example, is the far-fetched contention that a Jesus or a Hitler could be re-created through genetic cloning. Current thinking finds this largely preposterous, and discounts the possibility that the clone of anyone would grow up to be the same individual.

Misc

A number of social issues exist, especially in education and in law with regards to culpability.

The concurrent development phenomenon identical twins, separated at birth, grow to look and act so similarly?

Some nature versus nurture debates are criticized for leaving little role for free will; if nature and nurture together have so much influence on who I am, then is there such a thing as free will?

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Nature vs. Nurture

Do you inherit intelligence, or is your brainpower affected by your environment? The nature vs. nurture debate is an old one. Is intelligence inherited or learned? Now researchers in Washington, D.C. have an answer. According to their study, its both. Genetics has a lot to do with how intelligent a person is, but environment has a lot to do with how that intelligence develops. Whats more surprising is that intelligence, as measured in an I-Q score, can change based on changes in environment. If you once took an I-Q test and got a high score, you may not be able to rest on your laurels. For example, a challenging environment may boost your I-Q, but your score could drop again when your environment changes. The researchers say this effect means that small genetic differences could ultimately have a big effect. People who are naturally a bit smarter may seek more challenging situations, which make them even smarter. One factor that could affect intelligence is nurturing from parents during childhood. Researchers in Canada found that baby rats whose mothers gave them more attention learned more easily. Doctors at UT Southwestern Medical Center at Dallas say spending time with your children, reading to them, playing games and otherwise showing you care not only makes your children feel good, but it could help them be smarter. Either way, its good for both of you.

Beyond nature versus nurture

Massimo Pigliucci

The debate on the relative importance of nature (genetics) and nurture (environment) in determining human traits has been prolonged and often acrimonious. Great minds have engaged in it over the last 00 years, including philosophers John Locke and Thomas Hobbes, and scientists Stephen Gould, Richard Lewontin, and Edward Wilson. The problem is that most of the debate has proceeded on the basis of either a simplistically dichotomous view of the question, or with a dearth of relevant empirical evidence. The controversy has in fact largely been solved when it comes to plants and non-human animals. Unfortunately, most philosophers are not aware of such progress, which has taken place within the arcane discipline of evolutionary ecology. On the other hand, most scientists keep focusing on the special case of humans which - while obviously the most interesting - has demonstrated to be the most recalcitrant to empirical analysis and the most open to philosophical inquiry.

While it is safe to say that humans have always investigated their own nature and have certainly done so since the onset of Greek philosophy, modern positions on the issue of nature/nurture may more or less clearly be traced to the works of two English philosophers, John Locke and Thomas Hobbes. Locke (16-1704) was the founder of the school known as empiricism, holding that knowledge can be gained only through the use of the senses, as opposed to rationalism, according to which the mind can derive knowledge solely on logical grounds. On the question of human nature, Locke thought of the human mind as a tabula rasa (literally, a blank slate). On it, experience writes and moulds the individual throughout her life. Innate thoughts do not enter the picture, according to this view. Interestingly, Lockes theory of human nature - like the ones espoused by biologists such as Gould and Lewontin in modern times - was tightly coupled with his social theories. Locke thought that people are born

essentially good and with equal rights, and that an ideal society should reflect these fundamental assumptions.

Thomas Hobbes (1588-167) espoused a different notion. In his books, and particularly in the famous Leviathan he proposed that mechanical processes control human actions, which are innately fearful and violent. Consequently, the only hope for humans is to submit entirely to an organised state (and religious authority), so to be forced to live in a reasonable way. This is not a far cry from the right-wing politics implicitly or explicitly adopted by some social scientists involved in the modern debate, such as Arthur Jensen, R J Herrnstein, and C Murray.

Of course, modern philosophers and scientists readily acknowledge that human traits are in fact the result of both nature and nurture, but they are usually also quick to add that one of these two components takes precedence. For example, Gould, Lewontin and others think that the environment is the major determinant of human nature. Their position could hardly be summarised more concisely than by the title of one of Lewontins books, Not in Our Genes. If the causes of intelligence, aggression, or whatever other aspect of our behaviour are not in our genes, they must surely be found in the environment. On the other side of the divide, Jensen, Herrnstein, Murray, Wilson (albeit in a category of his own) and many others are convinced that genetics and natural selection have shaped the physical as well as mental characteristics of all living beings, including humans. When Murray suggests (in the title of one of his articles) that IQ will put you in your place he is assuming that IQ is written in stone in the DNA of each one of us.

Interestingly from the point of view of the sociology of science, the modern debate on nature/nurture has often been accompanied by unpleasantness, as in the case of E O Wilson being treated to a shower of ice cold water during a conference by somebody who disagreed with his opinions on sociobiology, and Gould being characterised as someone whose ideas are so confused as to be hardly worth bothering with, but as one who should not be publicly criticised because he is at least on our side against the creationists by an esteemed British colleague. Clearly, the emotional stakes are much higher than in your typical academic debate.

A solution to the nature/nurture problem has been at hand since the beginning of the 0th century, with the introduction in evolutionary biology of the concept of reaction norm. Simply put, a reaction norm is the set of all possible morphologies and behaviours that a living organism with certain genes can exhibit whenever exposed to a variety of environmental conditions. Biologists have quickly come to realise that if one changes either the genes or the environment, the resulting behaviour can be dramatically different. The trick then, is not in partitioning causes between nature and nurture, but in what is technically known as genotype-environment interactions, the way genes and environments interact dialectically to generate an organisms appearance and behaviour. This dialectical relationship produces different outcomes when genes or environments change, and the precise shape of a reaction norm can only be found empirically.

The concept of reaction norms has dealt a fatal blow to a staple of nature/nurture discussions throughout the last century the much vaunted (or criticised, depending on the author) measure of heritability of a trait. When we hear (or read in newspapers, textbooks, and even technical papers) that the heritability of, say, intelligence (or homosexuality, or what have you) is 70% we tend to conclude that that is a major reason to believe that genes have a lot to do with determining the trait in question. Yet, biologists working on plants and animals have shown over and again that heritability changes dramatically (sometimes between 0 and 100%!) if one studies a different population of the same species, or even the same population raised in a different environment. Furthermore, we now understand that genetic influences do not imply rigid determinism studies of reaction norms in a variety of organisms have shown that the genes only set the limits of what an organism can do, but that within such limits the degree of plasticity of the organism - its ability to respond to different environmental challenges - can be very high.

Perhaps one of the best examples of the true relationship between nature and nurture is found in classic experiments performed by Cooper and Zubek in the late 150s. They compared intelligence, as measured by the ability to avoid mistakes in running through a maze, in two genetically distinct lines of rats. One line had been selected for high performance in the maze (bright rats), the other for particularly low performance (dull rats). When reared under a standard environment, comparable to the one in which the selection process occurred, the two lines showed a highly significant difference in their abilities (i.e., a high heritability of the trait). Cooper and Zubek, however, also reared individuals of the two lines in two other environments a situation in which the cage was entirely devoid of visual and tactile stimuli (poor environment), and one in which the developing animals were exposed to brightly coloured walls and toys (enriched environment). The results were simply stunning under the poor conditions, the bright rats performed as badly as the dull ones, while under the enriched environment the dull rats did as well as the bright ones (and the heritability of intelligence plummeted to zero in both cases)! The inescapable conclusion is that maze-running ability in rats is very plastic, and that different genes may lead to similar behaviours depending on environmental conditions.

So, why is there still such an acrimonious debate among philosophers and scientists about nature and nurture in humans? Because for both technical and ethical reasons we simply cannot perform on ourselves the sort of clear-cut experiments that Cooper and Zubek carried out on rats. Not only do humans have a very long life span and encounter very complex environments during their typical lifetime, but it is obviously unacceptable to experimentally breed human beings and control their environment for the sole purpose of scientific or philosophical investigation (or for any purpose, most would argue).

Unfortunately, this means that we are left with no sensible answer to a crucial question. Our educational policies, for example, may be more or less fruitful depending on the precise shape of human reaction norms. The same can be said for policies concerned with curbing crime, or for a host of other fundamental and difficult decisions we have to make in our societies. Regrettably, it should be clear by now that this is where the line must be drawn and that the only honest answer a philosopher or a scientist can give is I do not know. There is of course a strong temptation to keep guessing anyway. Sociologists, psychologists, and philosophers of science have long pointed out that personal egos, social prestige, financial rewards (personal or for research) all play into this tendency in a remarkably complex fashion. The fact remains, however, that there are - and always will be - some questions that science cannot answer (either at the moment, or in general). As Richard Lewontin himself put it in a similar context I must say that the best lesson our readers can learn is to give up the childish notion that everything that is interesting about nature can be understood. ... It might be interesting to know how cognition (whatever that is) arose and spread and changed, but we cannot know. Tough luck.

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1A) Describe the three generic business-level strategies to gain competitive advantage over other firms operating in the same industry. Provide examples of any industry of your choice.

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Business-level strategy can be defined as the strategy that is chosen by a company to hold a competitive advantage within the market that it is involved with. Such a strategy has to be chosen by firms because of the intense competition that exists within a certain industry and thus managers, see the need to formulate business-level strategies that are geared towards creating and maintaining a competitive advantage over the rival firms in the same industry.This is a choice that a firm has to make when it chooses to compete in a single product market where every firm's products share the some similarities.

There are three generic strategies that were developed by Michael Porter, who is a distinguished Harvard professor and author of numerous books and articles that deal with the competitive advantages of companies and nations, that are considered to the cornerstone of strategies that you formulate to give you an edge in competing with your rivals and making above average economic profits for your firm. These strategies are cost-leadership, differentiation and focus. The strategy that you choose depends on numerous factors, both internal and external. These factors could include type of industry, cost of raw materials, type of labour skills required, technology, governmental factors, consumers and many more such factors.

We will now look at the three generic business-level strategies in greater detail and find out how these strategies work.

The textbook, ManagementA Pacific Rim focus, defines cost-leadership, the first of the three strategies we will be looking at, as a, "strategy … emphasising organizational efficiency so overall cost of providing products and services are lower than that of the competitors."

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This strategy called cost-leadership, involves the very delicate process of being able to produce or be able to deliver goods or services that are of standards acceptable to customers at a cost that is considered to be the lowest among all the competitors in the given market. This does not however, imply that the good that the cost-leader sells or that the service you provide is in any way an inferior good when it is compared to a competitors product but, a product or service that is of the same or of comparable quality that is cheaper than the rest of the rival's products. If a good is deemed to be of inferior quality when compared to a competitor's then, the customer will decide to go with the good or service that is of a higher quality because he perceives this good to be of better value than the cheap good or service that the cost-leader is producing.

The implementation of this strategy by a firm will also imply that this firm has to be an industry leader in terms of volume sold because, for the firm to be able to make an above average profits, it has to sell very high quantities because the profits that the cost-leader makes on a single unit is negligible because of the strategy that the firm has decided to implement.

There are various ways for a firm to go about implementing a strategy such as cost-leadership. The firm has to analyse its situation, its resources and then decide on which course to take in order for it to become a cost-leader in its market.

The first and most important way that a firm can become a cost leader is through the process known as economies of scale. Economies of scale is defined as the process whereby, the mass production of the good in large quantities reduces the per unit price of producing the good. Thus, by being able to produce the good at a low price, the firm is able to sell its product in the market at the cheapest price thus, establishing itself in the market as a cost-leader.

The second way to achieve cost-leadership is through the cutting down or the trimming of unnecessary costs such as overhead, administrative as well as other costs that have the potential to increase the per unit cost of the product. Such a move has to also include cutting of costs in major areas such as promotions and advertising. This is done because, cost that are involved with promotions and advertising are always passed to the customer and since, the firm wants to be a price-leader in its market, it has to streamline its costs and not add on unnecessary costs that have the potential to increase the per unit cost of the good and thus, risk the firm losing its cost-leader status in the industry.

The learning curve effect also plays a very important role in the reduction of the per unit cost of the product. The learning curve effect is defined as the "percentage decrease in additional labour cost each time output doubles." It is a proven fact that every time the output doubles, the labour costs that arise from the production of additional units usually declines by 80%. A figure is attached in appendix section labelled Appendix 1 which shows a learning curve that adheres to this 80 percent rule.

Technology plays a very pivotal role in the reduction of the per unit costs of the product. Better technology will ensure that the products are produced at a cheaper price than compared to before then new technology was adopted. Better technology will also ensure that there is a decrease in the number of defects that is produced and thus, the unit cost of the good will be lower than compared to before the adoption of new technology. The reduction of defects will also help to keep the unit cost of the product down.

Finally, the cost-leader needs to have a very good logistics network to supplement its production capabilities. The logistics network should encompass both the input as well as the output parts of the operations. A good logistics network ensures that the company saves warehousing costs for both its raw materials as well as its finished goods. The other plus factor about having a good transportation network is that, you can transport your goods where you want and when you want without any hassles. This will ensure that the consumer always has access to your products and does not have to settle for a substitute.

A firm that aims to be the cost-leader in its market displays a few characteristics that are similar to all cost-leaders regardless of what market it is in or what good it produces. One such characteristic is the fact that this firm has to follow a policy that makes it very capital intensive when it comes to the manufacturing or the production of the good. This is because to cut costs related to labour, the firm has to invest heavily in new technology as well as new machines that will reduce its reliance on the labour force and thus in the long run cut costs that have the potential to be passed on to the consumers.

The second strategy, that was formulated by Porter, which we have to look at, is called differentiation. The textbook defines this business-strategy as the, "strategy … involving attempting to develop products or services viewed as being unique to the industry." This is the process whereby firms, that follow this strategy, produce or deliver services that the consumer feels is of use to him and there is no other product in the market meets his or her criteria's for buying the good or service. These products are unique when compared to the goods or services produced by the competitors because, they have features or special aspects that cause this particular product to differ from the other existing products. And, it is because of this very difference in features that the consumer perceives that the differentiated product as important enough to buy. Customer perception is very important when you employ a business strategy such as differentiation. Only if a customer is able to perceive that the good that the firm is selling is of a higher quality will he buy the good or service.

The other reason why some firms opt to choose a strategy such as differentiation is because, that with the differentiation of products, the firm will have the option to serve a much bigger segment of the market if it chooses to. They can do this by gearing different products i.e. the same product with varying features to serve different segments whose needs and requirements will be different. How many segments a firm should opt to target depends completely upon the company and its capabilities. Should it have the resources and the capital, it will be a very good move to target every segment is the market so as to capture a chunk of business from every segment thus, becoming a major market player.

There are various methods that a firm can employ so as to differentiate it products from the rest of the products that are in the market. How you differentiate is not very important. But, when the differentiation is done, the features or designs employed must be visible enough for the consumer who is about to buy the product to perceive it as important enough to buy. As I have mentioned before, the perception that the consumer has, is an important determinant is to how well the product sells in the market segment.

The simplest way that a firm can go about differentiating a product is by changing its features. The firm should be able to provide features and designs that consumers see the need for. To succeed in doing this, you need to be aware of the changing needs of the consumer. This is usually done through conducting market surveys and using other channels and means through which a firm is able to get inputs from the consumer as to what features or designs they prefer. This way, the firm will have the ability anticipate what the consumer demands and also stay ahead of the competition by giving what the consumer demands.

Another method that firms use to pursue their differentiation strategy is through the use of a very large product mix. This, simply explained, implies that the firm does not have to product one product with all the features and designs loaded into it but, they can create a spectrum of products with varying features and designs. This will also ensure that the firm produces goods, for the same market, that are unique. This is also a very useful method that firms employ to cater to more than one segment of the market.

The use of a product mix also ensures that the products or services that you produce or deliver are made from similar raw materials as only their features and designs differ. This also helps the firm save some costs involved with the stocking and sourcing of different raw materials. By having the same materials for the different products and services, the firm ensures that the processes for the manufacture of the good is relatively the same and thus, this ensures that money is saved as no retooling has to be done to produce different goods. This cost saving can in turn be passed on to the consumer thus, giving the consumer an added incentive to buy the product over the firms competitors.

A firm enjoys a differentiation strategy when it is the first firm in a new industry. This is a process known as the first mover advantage. This simply implies that since the firm is the first one in the market, the product or service that the firm puts out to the consumer is the only one in the market and thus, it enjoys the benefits of the differentiation strategy because it is a new product that no consumer has seen before and thus, it is different in all aspects. But, as new entrants begin to trickle into the industry, the first mover needs to begin the process of true differentiation by implementing one of the many methods that are available to it. This will ensure that the firm does not lose ground to the new rivals and stays on top. This has to be done if the new mover wants to still be able to enjoy above average economic profits that it enjoyed as a new firm in a new market.

Brands and firms that are well known in a particular industry also use the differentiation strategy. They like to differentiate themselves from the rest of the products or services in the market by banking on the fact that people will recognize their brand and know that it stands for good quality, design or features. This type of brand differentiation always depends on the perception of the consumers. If the consumers perceive that a known brand to be of a higher quality, then they will buy the product or service. This is where tools like promotion and advertising come in where the firm tries to inform the consumers of the difference between its products and the other products that exist in the market.

Firms that decide to adopt this strategy need to keep improving and updating their products to prevent the competition from reaching the standards that the firm has set. To do this, the firm needs to invest heavily in research and development to ensure that they have access to the latest breakthroughs first. To be profitable using this strategy, the firm has to be able to hire, train and retain high skilled workers, unlike the cost-leadership strategy which makes use of low-skilled labour, to produce their high end products. Since the product is of high quality, unique and now mass produced, it requires the skills of highly qualified workers to produce and deliver them. Last but not least, there as to be a high level of coordination between the various departments of the firm such as marketing, management, research and development. This is done to ensure that the operation of the firm is a smooth one and also to make sure that the customers needs are received, manufactured and put out into the market before the competition has a chance to deliver the product. This will ensure that a company following this strategy will make profits that are above average.

The last of Porter's generic business strategies that we look at is called focus. The textbook defines focus strategy as the, "strategy outlined by Porter entailing specialising a position of overall cost leadership, differentiating or both, but only within a particular portion or segment, of am entire market." The use of such a strategy ensures that you try to integrate a set of actions, from both the differentiation as well as the cost-leadership strategies to produce goods that only cater to one small segment of the market as a whole. The segment that you choose to concentrate on depends on where you feel that you can make the highest profits.

Within the focus strategy itself, a firm can opt to choose one of two more specific strategies that suit the firm best. Focused cost-leadership strategy, a strategy which offers low priced products to customers in only one segment of the market, is one of these strategies. The other one being focused differentiation strategy which offers unique or varied products to customers in more than one segment of the market. The second option is usually chosen if the firm wants to be able to compete in more than one segment thus, increasing its overall profits.

The advantages of adopting a focus strategy are many. There are also some disadvantages to being too focused. We will look at these advantages and disadvantages in more detail.

One very important advantage of adopting a focus strategy is the ability of the firms to be able to quickly change or adapt to an ever changing environment. This is possible because of the smaller size of the companies when compared to a cost-leader or a firm that practices differentiation. This is very advantageous because, an every changing environment can help or hinder the firm from making profits. Thus, to counter the effect of an ever changing environment, the firm needs to react quickly and change with it or risk getting left behind.

Again, because of the size of the firm and the vast resources available to it, a firm can use this to its advantage and be able to embrace new technologies and processes that become available to the firm. This is also helped by the fact that a firm that follows this strategy, has to employ a highly skilled workforce and such a workforce, will be able to change faster. By moving quickly to adopt such new technologies and processes, the firm can further cut costs and produce higher quality products that will appeal more to the consumer. By cutting costs, they can also to aim to compete in the focused cost-leadership strategy where they can maximise profits by selling cheaper than rivals.

The last advantage that I will list in this paper for the focus strategy is about the advantage the a firm that practices the focus strategy has over its rivals because of the knowledge and experience that this firm possesses in areas dealing with its core competencies. It is always an acknowledged fact that, for a firm to compete against its rivals, it had to use the experience is specific core areas that the firm is better at than the rival firms. This is how focus strategy based companies compete. They focus on areas they are experienced in and it is in these areas that rivals cannot compete with these firms because of their prior experience and strong brand presence that has already been established because of it reputation in that particular segment.

One major disadvantage for a focus strategy based company when the firm becomes too focus in such a way that it serves consumers in one small sector of one segment. If environmental changes were to cause a decline or a full termination of the population in the niche segment that the firm is competing in, the firm will have no more consumers on whom to bank so it has put itself in a corner. Thus, to prevent a situation like this from taking place, the firm should recognise from the start that the focus segment should not be one that is too narrow and it must give itself some room to move and make changes as necessary when there is a change in the environment. It is because of this, that companies in this segment need to constantly be performing an activity known as environment scanning. This is to ensure that they can anticipate future trends, changes and designs and make changes to be prepared for the environment change when it occurs. This way, the firm does not lose out when there is a shift in trends or fashions.

One final disadvantage is that, if a particular firm who follows a strategy such as cost-leadership or differentiation, decides to supply products that also appeal to your niche market and, because of the strategy that they adhere to, their costs will be very much cheaper when compared to a firm that follows the focus strategy. The problem arises when consumers of this niche segment, that the focus strategy based firm is targeting, choose products that are from these other firms. The focus strategy based firm is unable to fight back because it is simply not geared to counter firms that can produce numerous unique products or products that are very much cheaper. Thus, a firm that wants to adopt a strategy such as focus, has to assess the risks of potential entrants to the niche segment, that may arise before embarking on such a strategy and make arrangements to counter such a move should the scenario come true.

I will now look at the automotive industry to illustrate with examples as to how the different firms with the industry adopted and worked with the three generic strategies that were described in great detail in the first part of this answer.

Everyone is familiar with the famous words by Henry Ford, "You can have any colour as long as it is black." This very clearly illustrated how convinced Henry Ford was with the cost-leadership model. The Ford motor company was formed in 10 by Henry Ford whose aim was to provide the people with a cheap and affordable car that any middle class employed person could own. Henry Ford's firm produced low cost standardised products and, consumers had to substitute low cost for features. He achieved this with his very famous car the Model T. He became the first person to use the cost-leadership strategy with the implementation of a process that we today term as mass production. He established assembly lines through which he maximised his outputs. To become an even greater cost-leader, Ford motor company also practiced vertical integration when the started to produce many of the production line machines in firms that Ford owned. This was also done because at this early stage in the automotive market, there were no machines that were available to this industry thus, Ford had to make their own machines and with this, they effectively saved costs in the long run. With the establishment of such a system, he was also able to employ low skilled workers who were given specific jobs, like tire fitting, on the assembly lines. He took the cost-leadership model a step further by standardising even the colour of the cars that his firm produced. All these factors made his firm a highly effective cost-leader in the automotive field. But, as we will see later, this very strategy was what caused his company to lose ground in the market to other companies such as General Motor Company.

With the use of this strategy, Henry Ford emphasized innovation more in the field of process improvement i.e. how to better improve the production so as to cut more costs. By doing this, he effectively ignored the demand for innovation in the field of design and improvement of the Model T. This was the one disadvantage in his cost-leader strategy that cost the company dearly when new entrants saw the flaw in his strategy and exploited thus, eroding his market share. Appendixwill show you how dramatic the loss in market share was when new entrants came and filled the void that Ford had left by now being an innovator.

General Motor Company did not always start out as a company that practised differentiation for its business strategy. Before it became an industry leader using the differentiation strategy, it had a very relaxed wait and see approach that would have bankrupted the company had the management not realized this and changed its business strategy to one of differentiation.

General Motors Company (GM) was founded in 108 by William Durant, a carriage merchant, as Buick Motor Company. From 108 to 111 he consolidated major car companies such as Oldsmobile, Cadillac and Oakland (Pontiac) and called the consolidated company GM. In 115, he added the Chevrolet, the crown jewel to his already full stable of car makes at GM. Though he acquired all these companies, Durant had no idea how to truly consolidate these companies and how to standardize the flow of information and what the management structure of the company was going to be like. He also had no effective financial or cost controls over the whole organization. This was because he was unable to decide on what the structure of the company was going to be like and what kind of a business strategy he wanted to adopt.

In the early, 10's a person by the name of Alfred Sloan took over the management of GM and immediately set about restructuring the company.He adopted the model that Dupont was using, the multidivisional strategy for the way the company was to be structured. Along with this, he also imposed divisional, administrative, cost and financial costs in order to standardise the flow of information to one format that all divisions could decipher.

The most important thing he did after he took over was to restructure the product lines by divisions so as to gear up for a very "aggressive" differentiation in which, every division would have a part to play to kill the competition. His differentiation strategy consisted of two parts. The first part would be to use his flagship division, Chevrolet, to directly compete with Ford's Model T and work to steal business from Ford. This would cut Ford's market share and thus, it would lose its position as a market leader. His second part of the differentiation strategy was to use the rest of the car divisions he had at GM to effectively cover all the different price ranges that existed within the market so as to prevent any new entrants from venturing into the market and also to compete with the small player that existed within these price divisions.

All these changes made GM an industry leader within 10 years of the strategy of differentiation being implemented. With this strategy, Alfred Sloan effectively lowered the costs of his cars by using economies of scale when he standardised the core structure and workings of the car and only changing designs and features according to the divisions. He was also effective in targeting all the different users that existed in the different price ranges and segments. His divisions were also instructed to carry out continuous innovations both in the process as well as the design and features areas unlike Henry Ford who only concentrated with innovation that dealt with process improvement. GM also carried out innovation in all different market segments and not just one segment thus, making sure again that all they remained market leaders.

In contrast, Rolls Royce, is a company that was founded in the early 100 too, is an exclusive

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Legends of the Sith

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Star Wars

Legends Of The Sith

Prologue

Once there was a Sith Lord named Darth Voltres, who cast a reign of terror and destruction across the galaxy. But there was a story that was untold about his past, he was once a Jedi Knight, Guardians of peace and protectors of the Republic, his name was Exar Kun.No one new why he turned away from the Light Side of the force and embraced the Dark Side, this is a story to tell us the truth behind the Evil of Darth Voltres.

Do my essay on Legends of the Sith CHEAP !

Chapter 1

"Droid Destroyer behind you Exar!" yelled Master Bias "Yes I see him Master", Exar turned his Jedi Star Fighter, dodged the laser beam blasted right at him and fired, destroying the Droid Destroyer. " Excellent flying skills" exclaimed Master bias "We are winning this war because of you".

Master Bias was Exar Kun's Jedi Master who taught Exar the ways of the Light Side of the Force.

After the battle Exar and Master Bias was ordered to assist in a battle that was raged between the Jedi Knights and Droid Imperials.

They landed their Star Fighters on the outer reaches Dantonie, suddenly some Destroyer Droids ambushed them, which was part of the Droid Imperial Army.

Chapter

Exar yelled igniting his lightsaber "Shall we call for help because we are outnumbered by Droid Imperials" "No use the force to defend, and we shall survive this attack" exclaimed Master Bias, suddenly a Droid Imperial shot his blasters at Exar, in a instantly Exar deflected the laser with his lightsaber and jumped in the air and sliced the Droid Imperial in half with his lightsaber as he landed, then he went on with his attack on the Droid Imperial forces slicing and deflecting as he went on, and then he turned to his master who was indeed in trouble, trying to over come 5 Droid Imperials, Exar went to help his Jedi Master but Master Bias yelled "don't worry about me Exar I'll be fine!" and in a spilt second Master Bias used the Force to slice all of the Droid Imperials, then all of a sudden Jedi Star fighters flew over the Jedi and blasted all of the remaining Droid Imperials. "Thanks for the assistance Master Dromes, now take us to the Command Centre near the port of Dantonie" said Master Bias "whatever you say Master Bias" replied Master Dromes. Then Exar asked Master Bias "Why don't we continue on with the battle then retreat to the Jedi Command Centre?" "Because I have business to a attend to my young Jedi, using the force is only to defend never to attack" replied Master Bias, but then Exar said angrily "We can help defeat the Droid Imperial armies and end this war!" "Not another word out of you Exar, we will not have this argument again!!" yelled Master Bias. The two Jedi walked into Jedi Star Fighter and Master Dromes flew them to the Jedi Command Centre.

Chapter

As Master Bias and Exar left the Jedi Star Fighter, they walked into the Jedi Command Centre to meet some other Jedi Knights to discuss some matters with the oppressing Droid Imperial. "They are overwhelming us at every offensive they make, so how do we stop the Droid Imperial Armies with our limited Jedi?" asked Jedi Master Mace Windu, "We shall use the force to overcome and protect the Republic" replied Master Bias, "That is impossible the Light side of the Force is weakening and the Jedi will be soon in danger!" said Jedi Master Ben Kenobi, which then caught the eye of Exar which then he exclaimed " Jedi Masters, why don't we create our own army for the Jedi and they will assist us in combat" "An excellent option young Exar, maybe with this young boys knowledge of creating an army, will then maybe the Jedi Knights will defeat the Imperial Droids." said Master Syfo Diyas, Ben Kenobi then worryingly said, "With out the Jedi Council approving such an act we will never get that army to assist us" "I'll take myself and young Exar to the Jedi Council on the planet Coruscant and produce an answer to this question" exclaimed Master Bias.

Chapter 4

"How long will it take us to get to Coruscant, Master?" asked Exar, "Well judging by the speed of this ship, it will take us exactly 15 mins, and that's depending on the traffic on Coruscant" answered Master Bias, "umm, Master Bias while we are waiting in the Jedi Council, could I do some research in the Republican Library?" asked Exar "yes of course Exar" answered Master Bias.

As the Transport Ship got to the docking station on Coruscant the two Jedi caught taxi to the Jedi Council. While Master Bias was waiting in the Waiting Room, Exar went off to look for The Republican Library.

When Exar got there, the librarian warned the young Jedi not to go to the forbidden section, Exar agreed and started reading about a new Lightsaber technology were when you drop lightsaber it automatically switches off, "how interesting" wondered Exar who was reading when all of a sudden and cold breeze drew his attention to the forbidden section, Exar got up out of his seat and walked down a hall way to the forbidden section, but as he walking down there he felt some mysterious force lead him to a dark book about the Dark Side of the Force. As opened and started to read, he was bewildered by the teachings of the Dark Side and impressed by the power of becoming a Sith Lord, an agent of evil who uses Hate, Fear, Aggression and Power to rule the Galaxy, the book also taught him how weak the Light Side of the Galaxy was compared to the power of the Dark Side. As Exar was reading on he heard whispers in his head, voices telling him to go to the Sith Temple on a Planet of Koribyyin. Suddenly Master Bias comes running in yelling"Stop reading that book! You are not aloud to be in here, now come with me to the Jedi Council to discuss the army situation", "Ok Master" said Exar who was still bewildered by reading that book.

Chapter 5

The two Jedi were waiting from admission to enter were the Jedi Masters were holding discussions. "Please enter Master Bias" said the leader of the Jedi Council, which was Jedi Master Luke Skywalker. "Now tell us the solution you thought of ending this war with the Droid Imperials, young Exar?" Exar immediately said "Master Jedi, the solution I thought of is that we should create a army to assist the Jedi fighting in the war, but there is a question why isn't all of the Jedi Knights helping in the war against The Droid Imperials?" "You have great thinking skills for a young Jedi Exar, but I wasn't going to release this information until the war with the Droid Imperials was over, but there is a new menace threatening the Republic, The Sith Lords have returned." said Master Luke, "But how? We destroyed the Sith Lords thousands of years ago?" asked Master Bias, Master Luke replied "Yes we did extinguished The Sith but now they have returned and attacking all of the Republic forces and yielding a power so great that not even all of our forces, will we not triumph" "Master Luke why hasn't The Sith used this weapon already, they would of destroyed us by now if they did" asked Exar, Master Luke replied " In secret we were able to dispatch a team of Jedi Commandoes to infiltrate the Sith Forces and assassinate there leader Darth Bane, there fore with out a leader The Sith cannot fire there weapon, which will surely destroy the Republic." "But it is only a matter of time when they choose another leader, that is powerful enough to lead them to victory" said Jedi Master Boga. "Are you all blind? Can't you see that we need an army to destroy our enemies, why are you standing around and just talking about your problems when they can be solved!" yelled Exar then Master Bias replied "Show some respect Exar, you do not" "Hold your tongue Master Bias, I'll talk to him" said Master Luke "yes Master Luke" Master Bias replied looking at Exar angrily "There is much anger in you Exar, why do you think we are doing nothing? We are losing hundreds of Jedi Knights is this war against the Droid Imperials and I fear we are going lose more in this war upcoming against the Sith" Exar angrily replied "Well we would save a lot more Jedi Knights if there was no more stupidity in this Jedi Order, This Jedi Order will self destruct and I will not be apart of this Order when it happens!" Exar then walked angrily out of the council room. "Stop him Master Bias before he turns to the Dark Side" yelled Master Luke, "I'm already on my way Master Luke"

Chapter 6

As Exar stormed of from the council meeting, he went back to the library and got that book he read earlier about the Dark Side of the Force, just as Exar was making his way out of the Republican Library, Master Bias stopped him and said "Stop Exar, if you leave with that book you hold, you will be kicked out of the Jedi Order" "I don't care about this weak Jedi Order, I don't want to be apart of a Order were your killing your own people and is full of corruption, now get out of my way!" yelled Exar "Stop all of this anger, let it go and comeback with us!" Master Bias said calmly "Never!" Screamed Exar and he used the force to stun and push Master Bias out of the way, leaving Master Bias unconscious on the floor. Stunned at his actions Exar escaped from the Republican Library before more Jedi were called in.

Chapter 7

As Exar left Coruscant on his Star Fighter he was followed by to other Jedi Star Fighters demanding him to come back to the Jedi Order, by saying this, it enraged Exar and Exar soon fired his blasters at one of the Jedi Star Fighter, which instantly hit and destroyed the ship. Sensing the Dark Side within Exar, the other Jedi Star Fighter retreated back to the Jedi Council to tell them the bad news. As Exar was flying away to his home planet Alderran, a whisper in the Force told him to go to the Sith home world of Koribyyin and find an Ancient Temple. Exar decided to find out why this voice in the Force was telling him to go to Koribyyin.

On arriving on the Planet of Koribyyin, Exar encountered a strange man called Nags, Nags was a old man who Exar sensed that The Force flowed through him, so Exar went up to Nags and said "Hello, my name is Exar Kun, could you please give me the whereabouts of a Ancient Temple" "Sorry I don't know what you are talking about young man" Nags said, but as Exar turned away in frustration, Nags sensed some Dark Force inside of him, Nags stopped Exar and asked "Excuse me I quiet didn't get your name young man" Exar replied "I'm Exar Kun, former Jedi in the Jedi Order" "and what are you doing here young Jedi?" asked Nags "Ever since I stole a book from a Republican Library I have been hearing weird voices inside of my head that is telling me to find a Temple on this Planet" Exar replied and in an instantly Nags released the prophecy has come true. "You must come with me now Exar, I'll show you were that temple is" said Nags, Exar agreed to come with Nags to find the Ancient temple.

Chapter 8

Over the next few days Nags and Exar travelled the country side, Exar was growing impatient and was going to kill Nags when all of a sudden when they reached the top of a high hill, they saw a great Temple, it was as tall as most of the skylines on Coruscant and huge engravings on the side. Nags told Exar to immediately go down by the entrance on the Temple, and then all of a sudden Nags disappeared. Exar was confused but followed the instructions of Nags and went down near the entrance of the Temple. After a few hours of waiting near the entrance of the Temple, Exar was beginning to get angry when all of a sudden a dark figured appeared near the Temple, Exar asked "Nags is that you?" the dark figure replied "No, my name is Naga Shadow" then Exar asked in fear "The Sith Lord Naga Shadow that disappeared after the Sith Wars?" Naga Shadow replied "Yes, and while I'm asking why would you really come hear to seek the Ancient Sith Temple?" "I want to learn the ways of the Sith and seek the end of the corruption plaguing the Republic" replied Exar. "Enter this Temple, your strength in the force will be tested and many fierce puzzles will you find, If you succeed, you will become a Sith Master with unlimited powers in the Dark Side, if you fail you will pay the ultimate prize…. Death".

Naga Shadow disappeared and Exar entered the Sith Temple.

Chapter

As Exar was walking inside the great Temple, he sensed great evil within, then all of a sudden a terrifying creature jumped out of the darkness, it was a Rancor, a creature three times the size of a human, thick armour and huge terrifying teeth and claws. Exar looked at the Rancor and ignited his lightsaber, then the Rancor lunged at Exar, Exar sidestepped the beast and swung his lightsaber cutting the Rancor on the back, the Rancor moaned in pain, turned around and took another lunge at Exar, this time Exar was ready, in anger Exar used to Force so he could jump over the Rancor and sliced the beasts head off as he landed, the Rancor fell lifelessly to the ground with blood splattered every were. Exar fuelled with Dark Side powers laughed at the pitiless creature and went on more further in the Temple. Exar soon found a Sith Weapon, a double-bladed lightsaber with Red Blades lying on an ancient stepping stone, Exar picked up the weapon, then suddenly the walls around him began to move and Blasters attached to the walls appeared, as Exar ignited his double-bladed lightsaber, the blaster started firing at him, as Exar jumped out of the way he got shot in the arm, Exar got up, enraged he started deflecting laser bolts and moved toward the blasters on the wall, in an instant he slicedof the blasters in half destroying the weapons instantly, then just as he turn around another blaster appeared out of the wall and started firing, Exar blocked the laser bolt, used the force to jump in the air and sliced the last blaster. Exhausted by his ordeal Exar sat down for a rest. After ten minutes of having a rest, the dark figure of Naga Shadow appeared, Naga Shadow said "I must say well done my young Sith, you have completed nearly all of these tests" Exar cut him off and blasted " you nearly got me killed Naga!" just as Exar said that he ignited his new lightsaber and lunged toward Naga Shadow, Naga disappeared and reappeared behind Exar saying "hold your temper young Sith! There is one more test behind this door" Naga Shadow disappeared and Exar went through the last door leading to the test. As Exar stood in an empty room annoyed at being trapped he started yelling, in an instant the whole room started moving and shaking violently, then all of a sudden large boulders started collapsing on Exar and engulfing to whole room. Barely alive Exar heard the voice of Naga Shadow in his head "use the Dark Side of the force to heal your wounds and complete your trials!" Then in agony Exar used all his strength he could possibly muster and felt power searing through his muscles and in an instant blasted his way free and by doing this he felt Hate, Anger and Power consume his Soul.

Chapter 10

As Exar walked out of the Temple he found Naga Shadow and entire armies of Sith Warriors bowing down to him, "All hail to the Dark Lord of the Sith! Darth Voltres!!" shouted Naga Shadow, Darth Voltres smiled hatefully at the armies of the Sith. Then a transport came down and escorted Darth Voltres and Naga Shadow to the Sith Command Ship in Space. On board the Sith Command Ship the commanders told Darth Voltres about the progress of the war with the Jedi Knights and about the fate of the Droid Imperials, which was destroyed at the hands of the Jedi. The Commanders also informed the building progress of the Super Weapon the Sith have created. "It's a weapon that the Jedi Knights do not no about and will surely destroy the Jedi Order and along with it the Republican Forces" exclaimed a Sith Commander, "you fool, the Jedi know about this so called weapon of mass destruction and I heard that they were able to destroy some of the super weapon in a previous space battle? Who was in charge of protecting the Super Weapon?" said Darth Voltres "I was my lord but I. I…ARGHH. I cant breathe!" said Sith Commander Kohl Harkins just as he feel to the ground lifeless, "I will not tolerate Failure in the New Sith Empire!" yelled Darth Voltres, he used the force to Choke Sith Commander Kohl Harkins. Naga Shadow asked Darth Voltres "what shall we do now my Lord?" Darth Voltres answered "we shall attack the Jedi Fortress on the Klemo System" "but that is were the Jedi keep all there machinery of war, and they number in thousands!" asked Sith Commander Larry Vulcan "I do not care about how many Jedi there are, if we destroy the Jedi strong hold in this system, Victory in this war will be inevitable!" answered Darth Voltres

Chapter 11

"Preparing to jump to Light Speed, Alert all Commands, 5,4,,,1" said a Sith Commander, and in an instant the Sith Armada went to attack the Jedi Forces on the Klemo System. While they Sith Forces went to attack the Jedi Stronghold, Darth Voltres sensed a disturbance in the force while meditating, he immediately equipped his lightsaber and took 5 Sith troopers with him to investigate. While Darth Voltres and his Sith Troopers was moving in on the disturbance they heard some gun fighting and immediately saw about four Jedi Commandoes run into them. "Ohh some Jedi have paid us a visit is see?" said Darth Voltres smiling evilly, the Jedi were stunned to see the former Jedi as a Sith Master, suddenly Darth Voltres electrocuted two of the Jedi with Force Lighting instantly killing them, the rest of the Jedi Commandoes ignited there lightsabers and attacked Darth Voltres who then used the Force to push the Jedi back then commanded his Sith Troopers too kill the remaining Jedi Commandoes. It was a fierce battle but the Jedi Commandoes were too powerful to easily eliminated the Sith Troopers, Darth Voltres said "What a waist of material" then he looked at the Jedi Commandoes and ignited his Double Bladed Lightsaber. The Jedi pressed on the attack swinging there lightsabers at Darth Voltres, he blocked a swing at his legs then another at his head, then he blocked a direct swing at his chest with one end of his lightsaber and attacked the Jedi Commando with the other end of his lightsaber, slicing his chest open, the Jedi fell to the ground dead, the remaining Jedi looked in horror to see his former Master fall to the ground dead, he tried to flee but it was to late, Darth Voltres swung his lightsaber and decapitated the young Jedi's head off.

Darth Voltres walked back to the command post on his command ship and gave instructions to the Sith Commanders on the coming battle, "when we first come out of light speed I want to divide half of the Sith Armada and I want it directed towards the Star on that solar system, then when the Super Weapon is in range fire it upon the Star, this will ultimately destroy the Star resulting in a Super Nova which will destroy all of the Orbiting planet including Kremos the Jedi home world, if any one fails me I will destroy them slowly, do I make my self clear Commanders?" "Yes my Lord!" replied the Sith Commanders.

Chapter 1

"Coming out of light speed in 5,4,,,1" Said a Sith Commander, a Sith official ran up to Darth Voltres who was sitting on his command chair, said "My Lord we have just exited light speed, and we have underestimated the Jedi Armada, there numbers have double since we last scanned the area!" "Hmm we have a Sith Traitor among us" snickered Darth Voltres "but that is impossible my Lord, no one that foolish would betray us" "Bring me Commander Larry Vulcan" demanded Darth Voltres "Right away my Lord" answered the Sith Commander. In about 5 mins Commander Larry Vulcan came running in saying "What is it my Lord?" "Why did you betray us Commander" Darth Voltres said and started using the Force to choke Sith Commander Larry Vulcan, Larry Vulcan tried to explain but Darth Voltres gave him no mercy and soon killed Larry Vulcan.

"Deploy the fleet and get to battle stations," demanded Darth Voltres, the Sith Armada entered Jedi territory and immediately half of the Sith Armada split from the main fleet and headed for the Star in the Klemo System. The Jedi Fleet sensed the aggressive move and also moved into battle formations. Darth Voltres hailed the Jedi Fleet commanding them to surrender, the Jedi Captain answered back "we will never surrender to the Sith, we will die fighting!" Darth Voltres laughed and ordered Sith Dark Fighters to attack the Jedi Fleet.

Chapter 1

A huge space battle commenced, Sith Dark Fighters attacked and overwhelmed Jedi Star Fighters. Darth Voltres was watching the space battle and looked for the Jedi weak point in the Fleet, he found one and immediately ordered all fire power in the Main Sith Armada to concentrate on the Jedi Command Ship, The Sith ships fired, damaging the Jedi Command Ship badly, the Sith ships fired again and destroyed the Jedi Command Ship, this disarrayed the rest of the Jedi Armada. All of a sudden the Sith Commander from the spilt Sith Armada hailed the Sith Command Ship and told Darth Voltres he is in range of the Star, Darth Voltres gave orders to fire the Super Weapon, the Sith Commander then commanded the Sith engineers to fire the weapon, and in a great blast, they fired at the Star, the star all of a sudden went black, and then a huge explosion occurred, Darth Voltres commanded his fleet to evacuate the area. A huge shock wave was blasted through space, destroying every thing in is pathway The Sith Armada got out of the way and reformed near the other star system called Vemouse and set up a huge base on a Planet called Hoth. The Jedi home world Kremos and the Jedi Fleet got destroyed and the Jedi Order were stretched thin among the Galaxy. The Jedi entered a Dark Time where they were hunted by Bounty Hunters and Sith Assassins, but the remanding Jedi fled to the Outer Rim, a place far away, on the outskirts of the Galaxy, and started rebuilding The Jedi Order.

Chapter 14

Years Later

During the Dark time the Sith built a huge Empire, Enslaving races and made their Capital of the Sith Empire a planet called Hoth. Darth Voltres and Naga Shadow set up a Sith Training Academy at Hoth, near a site of Ancient Ruins, a well-protected place from enemy bombardment. Darth Voltres and Naga Shadow immediately started collecting Force Sensitive People and taught them the Arts of the Sith Order, Darth Voltres best student was Darth Imperious, who then promoted Darth Imperious to command of The Sith Armada. One day Darth Voltres was practising his lightsaber skills alone when he felt a disturbance in the Force, Darth Voltres looked around to find a figure was standing in a Brown Robe, the figure said "Exar Kun, your days of Darkness are numbered " Darth Voltres sneered "Well if it isn't my old Jedi Master, Master Bias" "ohh its good to see that the Dark Side hasn't warped your mind yet Exar" exclaimed Master Bias "I don't go by that name any more Master Bias, my name is Darth Voltres and your time is over!" yelledDarth Voltres who then ignited his lightsaber and charged at Master Bias, who then ignited his lightsaber and a ferocious lightsaber battle endured. Darth Voltres swung his lightsaber at Master Bias, Master Bias blocked and made a counter strike at Darth Voltres legs, Darth Voltres blocked the attack and then made a stabbing move directed at Master Bias chest, Master Bias quickly blocked and jumped back. "You have consumed much hatred Exar and you are a powerful Sith Lord, but your efforts of Galaxy domination are in vein and will soon end" said Master Bias quietly, Darth Voltres laughed at his efforts to anger him and released a surge of powerful Force Lighting at Master Bias, who then blocked the Force Lightning with his lightsaber, Darth Voltres then jumped swinging his lightsaber in the air directed toward Master Bias, Master Bias dodged the attack and kicked Darth Voltres in the chest as he landed, Darth Voltres winded and enraged took a swing with his lightsaber at Master Bias, Master Bias blocked the attack but slipped on a rock, Darth Voltres took this opportunity and punched Master Bias in the face, Master Bias stumbled on the ground, Darth Voltres laughed victoriously and took a swipe with his lightsaber at Master Bias lightsaber handle, which then destroyed the weapon, Darth Voltres ready to make the final killing blow on his Former Jedi Master said "you shouldn't of come back here Master Bias" Master Bias replied "I once remembered a Jedi who had a heart of gold, took pride at what he done and was a good friend, now it comes to me seeing you like this, a slave to the Dark Side and a evil shadow looming over the Galaxy" Darth Voltres explained "If only you knewthe Power of the Dark Side" "Then my Friend is truly dead" said Master Bias, then Darth Voltres swung the final blow cutting Master Bias head off. Darth Voltres laughed to himself "He was only a Jedi"

Chapter 15

As Darth Voltres was training his Sith Apprentices an alert came through to him "Jedi Star Cruisers are heading your way, proceed to attack formation" said a Sith Official on a recording speaker. Then a Sith Commander came running to Darth Voltres "My Lord, the Jedi have overwhelmed us at every front" Darth Voltres screamed back "Were is Naga Shadow and Darth Imperious!?" "Our reports have just came back telling us they were escorting some prisoners to the Alderran System when they were attacked by the Jedi and then boarded by some Jedi Commandoes, they destroyed many Jedi Commandoes but they were surrounded and the Jedi Commandoes eventually killed them" replied the Sith Official, Darth Voltres screamed in anger but it was too late, "Alert! Alert! Jedi Knights have infiltrated the Sith Training Academy, Alert! Alert!"

After intense fighting Darth Voltres and some few remained Sith Lords were surrounded by Jedi Knights, Darth Voltres ordered the Sith Lords to attack to the end, they did, all of them died, then Darth Voltres saw Luke Skywalker, Jedi Master, in rage Darth Voltres attacked Luke but Luke was to strong for him, Darth Voltres was on the ground surrounded by Jedi Knights, breathing for some air and yelled " You Jedi will all Die!" and then he got up, mustered all the Dark Energies he had and attacked Luke again, he swung his lightsaber, Luke blocked the attack, then made an unexpected lightsaber move on Darth Voltres, Luke cut Darth Voltres lightsaber handle in half and then stabbed Darth Voltres in the stomach, screaming in pain, Darth Voltres was lying on the floor then he made one last effort to kill a Jedi, he took a knife and through it at Luke, it pierced Luke in the shoulder and then a Jedi Knight came up behind Darth Voltres, cut his hand off and then with one last blow, cut Darth Voltres head off.

Chapter 16

Darth Voltres, lying on the ground dead. His Sith Empire defeated, over 5 billion people died in his war. He destroyed worlds and entire colonies. It took years for the Galaxy to repair it self and finally a New Republic emerged over the ashes.

The Jedi Knights took Exar Kun's body and buried it beneath an Ancient Temple to conceal his Soul there forever.

Please note that this sample paper on Legends of the Sith is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Legends of the Sith, we are here to assist you.Your cheap custom college papers on Legends of the Sith will be written from scratch, so you do not have to worry about its originality.

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