...Airborne school is a three week long course. Soldiers will have to take an initial Army Physical Fitness Test to ensure soldiers meet the physical standards to become a paratrooper. After soldiers pass their physical fitness test week one begins. Week one consists of ground week where soldiers learn basic fundamentals of becoming a paratrooper. The next week is week two, week two is tower week. Week two uses all the fundamentals learned in week one but is now being put to use. The main purpose of week two is for soldiers to learn the basic concept of falling and jumping out of an aircraft. Finally week three is jump week. This is where soldiers will make five jumps out of a high performance aircraft at an altitude of twelve hundred...
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...Airborne Jumping out of an airplane is a life experience one will never forget. People have different reasons for doing it. Some people skydive for the sport of it. It is an exhilarating and adrenaline pumping experience. I jumped out of an airplane to earn my airborne wings in the army. It all started in Airborne School, during ground week, where we were taught how to land safely and dawn a parachute. During tower week, the second week of training, we learned pre-jump preparations and how to properly exit an airplane. Finally, the third week of training came: jump week. My classmates and I made five jumps from a C130 aircraft. Two of the jumps were with just a parachute, known as Hollywood jumps. Two of the jumps were with full combat loads. One of the combat jumps had to be at night so that we could earn our jump wings. I woke up at “zero dark thirty”; a phrase that means before dawn in the army. I rolled out of bed sore from the two weeks of five mile runs every morning in full uniform and boots. My legs hurt from jumping from platforms and throwing myself to the ground learning to land correctly. I stood in formation, half asleep, while the airborne instructors briefed us for the events of the day. The airborne instructors are called Black Hats because of the black baseball caps that they wear with their rank and wings pinned to the front. That morning, our class had to jog three miles to the air field to get our Jump Master brief. I felt a slight chill in my bones...
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...2011 Airborne Express EMI and the CT scanner Juan Perez Strategic Management Juan Perez Strategic Management |Airborne Case 1 Strategic Management 6/7/2011 First Case Analysis: Airborne Express Analysis of the Express Mail Industry: In order to have a clear understanding of Airborne’s position and to make recommendations about future moves, it is critical to examine the industry environment—competitors, customers, and suppliers—and examine the firm internally. To do so, the Porter’s five forces framework and a resource & capability analysis will be utilized. Threat of Substitutes: In today’s aggressive environment, product substitutes are regarded as one of the most threatening forces in competition. In the case of Airborne, it wasn’t the exception. There were other two main players (Federal Express and United Parcel Service) offering similar a similar service –express mailing. The availability of substitutes made the demand for this industry elastic. The case also states that large customers weren’t known for their loyalty for a single carrier, once the contract was up, they look for the best bidder. Threat of Entry: The existent barriers of entry made hard for companies to enter the express mail industry. The costs of becoming established in this industry were so large that discourage potential entrants. For instance, a company entering this industry would have to incur large upfront costs to operate, such as constructing a hub and several spokes, and purchasing...
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...------------------------------------------------- Airborne Express Case 1. How has Airborne survived, and recently prospered in its industry? Please address why you think it was difficult for bigger competitors such as FedEx to imitate Airborne’s strategy. Although Airborne does not get the publicity that FedEx and UPS get, they have managed to remain the third largest player in the express mail industry. One unique aspect that has helped Airborne maintain a leading position in the industry is their ownership of an airport, which serves as their major hub. This is a huge advantage because they have complete control over the timing of each shipment and what comes in and out of the airport. Airborne also purchases and modifies used aircrafts, which saves costs and allows them to run roughly 15% more full than their competitors. Onsite at the airport, Airborne leases out warehouse space to their business customers, which allows for quick delivery on last minute orders. This is a unique offering in which their competitors cannot match without purchasing an airport. Another important aspect of Airborne that helps maintain their position in the industry is their selective process for choosing customers. Ray Berry, vice president of Field Services Administration at Airborne, was quoted stating, “We pick our kind of customer deliberately.” (Rivkin, 11) The company would purposely pass over business with customers who didn’t fit their vision. Airborne mainly targeted “the business customer...
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...Airborne Express In the 1990’s, express mail was a profitable business, where individuals were spending almost $17 billion to ship items. Shipment volumes had increased 15-20% every year over the last ten years too. The three main shipping companies at this time were Federal Express, UPS, and Airborne Express. Airborne Express was the third largest shipping company during this time. Compared to UPS and Federal Express, Airbone needed to focus on the importance of service and speedy delivery to grow. Because the express shipping industry began to attract more business, UPS and Federal Express began a pricing war, resulting in Airborne’s ability to gain margins. Airborne Express was able to produce profits during this time by using its own sources of competitive advantage: 1. Continue to service companies who needed to ship large volumes of urgent item materials. 2. Less automation and more employees for sorting, allowing the company to hire more part time employees instead of full time. 3. Shipping was mainly in metropolitan areas, which allowed them to concentrate on afternoon deliveries or second day deliveries. 4. Allowed other companies to release new technology for the field and then would order the devices for Airborne, rather than paying for R&D up front. 5. Reduced operating costs by: owning its own airport to ship the items for customers, as well as utilizing older aircraft for shipping, no retail centers to maintain, and had outsourced...
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...imported Manuka Honey, Korean consumers couldn’t buy affordable Manuka Honey in any supermarkets. II. So why did Emart choose to import from Airborne Honey as its first Manuka Honey? a. We chose Airborne Honey because of their credibility in two main areas: i. Airborne Honey is New Zealand’s oldest honey company at 102 years old. ii. Airborne Honey has a great quality control system, where they focus on 3 specific points: 1. They test exactly how much pollen is in every batch, and guarantee all honeys meet international CODEX standards (UN FAO/WHO guidelines). 2. Airborne Honey uses a patented system that produces undamaged, natural honeys with extremely low heat damage. 3. Airborne Honey has a very detailed traceability system, where they can tell customers exactly where their honey came from---and pinpoint it on a map of New Zealand a. For example, instead of saying a general location, such as “Your honey came from the Seoul area of Korea, Airborne could say that this particular jar of honey came from beehives on the backside of the King Sejong statue at Gwanghwamun.” b. Because Korean consumers are very sensitive these days about honey quality, we felt that Airborne Honey could give them the confidence in high quality products for affordable prices they have been looking for. i. One thing that consumers might not know is that Airborne Honey not only measures honey pollen count, but also tests for color grade, mineral...
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...Summary: After a highly successful quarter in the extremely competitive express mail industry, Airborne Express managers are assessing the firm’s current competitive position within the shipping industry. Although they are a much smaller company than their two main competitors, UPS and FedEx, they are looking to see how they can continue to maintain their healthy growth in the industry. Airborne is in a unique position, as they are significantly smaller than their major competitors, but still have managed to acquire a high position in the market. How can they continue this growth? Opportunities -International expansion needs with increased globalization in commerce. -Partnership with RPS as a way to increase ground delivery network while still maintaining low costs for clients -Major opportunity to be seen as a “low cost” alternative to premium carriers FedEx and UPS, as Airborne has a much more efficient target clientele. Provide a minimal “bells and whistles” service to their clients with low overhead costs. STRATEGY Ground delivery services: Airborne should continue to “hand select” their clients based on mutually beneficially needs; clients’ needs for cost-efficient and personalized shipping, and Airborne’s need for customers with relatively consistent shipping needs to help keep their costs down. -Start by continuing to leverage their partnership with RPS, which could help them harness some economies of scale cost advantages more similar to their larger competitors...
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...Airborne Express Study Questions 1. How and why has the express mail industry structure evolved in recent years? How have the changes affected small competitors? • Customers wanted faster delivery and lower prices o Could now track their shipments o Highest volume customers demanded express delivery services o Express mail had become the standard means of delivering documents o Two key factors impacted their decision to ship: urgency and price o Who they selected to do their shipping depended on many things: reliability, brand name, access to tracking, customer service, convenience of drop-off and pick-up • Operations o Basic infrastructure and activities were similar between big 3 o Use of bar codes to move packages along faster o Air lifted on commercial airlines o Technology and bar codes helped with sorting o Lower priority packages were usually shipped on the road o Physical distribution centers • Competition o FedEx, UPS, Airborne – big 3; served more than 85% of the market • Second tier players: BAX Global, DHL Worldwide Express, Emery Worldwide, Roadway Package System, TNT Express Worldwide and the US Post Office • Post office was the one of the second tier group that served most of the remaining market; could not offer volume discounts; could not track packages efficiently; poor on-time delivery record • DHL and TNT: focused on international market; DHL offered extensive services to hard-to-reach areas; speed of delivery depended on getting...
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...יסודות האסטרטגיה Case 4 – Airborne Express 2/6/2014 שאלה 1 Carry out an external analysis of the express mail industry מתחרים קיימים תעשיית הדואר המהיר מאפשרת שליחת חבילות/דואר תוך לילה עד מספר ימים. בשוק הנ"ל מתחרות 3 חברות גדולות: Federal Express, UPS, and Airborne Express. אשר משרתות יותר מ 85% מהשוק. בנוסף פועלות בשוק 6 חברות קטנות: BAX Global, DHL Worldwide Express, Emery Worldwide, RPS, TNT Express Worldwide, and U.S. Postal Service. בשנת 1996 ההוצאות של עסקים ואנשים פרטיים על דואר מהיר היו 16-17 מיליארד דולר בארה"ב. ניתן לראות שהשוק צמח בקצב של 15-20% לשנה בעשור האחרון, אך בגלל תחרות מחירים הכנסות התעשייה צמחו רק ב10-15% בממוצע לשנה עם צפי לצמיחה עתידית של 10% לשנה בעשור הקרוב. כאשר FedEx החזיקה 45% מהשוק המקומי. UPS החזיקה 25% מהשוק המקומי והייתה החברה הגדולה בעולם למשלוח חבילות. Airborne Express החזיקה 16% מהשוק המקומי וצמחה יותר מ-2 המתחרות הגדולות שלה. Airborne שונה מ-2 המתחרות הגדולות בכך שהיא מתמקדת בלקוחות עסקיים, ומתמקדת בעלות נמוכה לעומת UPS ו FedEx אשר מתמקדות יותר באיכות השירות. תחרות המחירים בענף חזקה מאוד בעיקר על לקוחות עסקיים ומחירי השילוח יורדים דבר שמקטין את שולי הרווח של החברות בעיקר עקב הוצאות תפעול גבוהות. בנוסף עקב עלות ציוד גבוהה מאוד חסמי היציאה מהענף מאוד גבוהים. כוח המתחרים גבוה. כוח המיקוח של הלקוחות הלקוחות מתחלקים לעסקים ואנשים פרטיים, וכן לקוחות קבועים ולקוחות מזדמנים. הבחירה בין החברות השונות מתבצעת על סמך מחירי המשלוח, אמינות החברה, מותג, אפשרות לעקוב אחר החבילות , שירות לקוחות וכו' . כוח המיקוח של הלקוחות הגדולים – עסקים אשר...
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...Airborne infection isolation room (AIIR) (FKA negative pressure isolation room) * Is a single-occupancy patient-care room used to isolate persons with a suspected or confirmed airborne infectious disease * Environmental factors are controlled in AIIRs to minimize the transmission of infectious agents that are usually transmitted from person to person by droplet nuclei associated with coughing or aerosolization of contaminated fluids * AIIRs should provide negative pressure in the room (so that air flows under the door gap into the room); and an air flow rate of 6-12 ACH ( 6 ACH for existing structures, 12 ACH for new construction or renovation); and direct exhaust of air from the room to the outside of the building or recirculation of air through a HEPA filter before returning to circulation * According to Joint Commission on Accreditation of Healthcare Organizations (JCAHO) (www.jcaho.org) requires the following five components of an infection control program for accreditation: 1. Surveillance: monitoring patients and healthcare personnel for acquisition of infection and/or colonization 2. Investigation: identification and analysis of infection problems or undesirable trends 3. Prevention: implementation of measures to prevent transmission of infectious agents and to reduce risks for device and procedure-related infections 4. Control: evaluation and management of outbreaks 5. Reporting: provision of information to external agencies...
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...Brief Sobre Caso Airborne Express Posicionamiento y Clientes: Olvidada y rara vez atraía noticias del sector. Hechar poca importancia a las entregas de consignadores particulares o poco regular. Había dejado de dar servicio a empresas de ventas estacionales. Concentración en clientes de empresa específicos, no quiere desviar por atender clientes que atiende sus consumidores por correo particularmente: Historia: 1949 Asociación de Tranporte Aéreo de Flores de California – flores frescas de Hawai 1949 Pacific Air Freight –reparto de productos perecederos con origen y destino en Alaska 1968 Airbone Freight Corporation, diversificaba a convertirse en agencia de transporte aéreo general de mercancías, fue más de éxito antes de la creación de Fedex. Sede: Seattle, Estatuo: Había crecido mucho más que los 2 rivales, mucho más grandes y conocidos.1997 cuenta con 16% de la cuota nacional de correo urgente. Objetivo anterior: Captación clientes de empresas que envían grandes volúmenes de artículos urgentes, a otros emplazamientos comerciales. Como IBM y Xerox que envían componentes de productos a nivel nacional. Aeropuerto Willington(875.000 dolares), centro de almencamiento, única zona de comercio exterior de propiedad privada del país, importante impuestos. Estatuo de Proceso: 12.700 empleados tiempo completo y 8.000 tiempo parcial, 13.300 camionetas y 175 aviones 900.000 paquetes y documentos diariamente 30% de los transportados no precisaban en servicio...
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...The 187th Infantry Regiment is a regiment attached to the 101st Airborne Division stationed our of Fort Campbell, Kentucky. The 187th Infantry Regiment was initially inducted into the Army as the 187th Glider Infantry Regiment during World War II. The regiment was constituted on the 12 of November 1942 and then became active on the 25th of February 1943. Initially, the 187th was assigned at Fort Mackall, North Carolina for their initially infantry training and afterwards were moved to Fort Polk, Louisiana for their glider training. From Fort Polk, the 187th then moved to stage themselves at Camp Stoneman, California where they would depart to New Guinea. The 187th arrived in New Guinea on the 29th of May 1943 to become part of the New...
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...The efforts of the French Resistance also helped make D-Day successful. They cut railroad tracks, sabotaged train engines, targeted supply trains (Normandy), cut phone lines, assassinated German officers, (Koeller 47), and bombed roads, bridges, and rail junctions. This work practically destroyed the French transportation system, disallowing the Germans the ability to send reinforcements for the attack (Normandy). The night before D-Day, three airborne units, the 101st and 82nd American Airborne Divisions and the 6th British Airborne Division were meant to be deployed to areas south of the beach (Kemp). Their mission was to clear the way for the troops by eliminating various obstacles. However, due to the weather the mission was not fully successful. The 82nd, to be dropped near the town of Sainte-Mère-Eglise, were scattered throughout the countryside. The 101st suffered equally badly. Their mission was to drop south of Utah Beach to secure roads and bridges at Carentan, a town near the center of the Peninsula. Unfortunately, many of the paratroopers were dropped into the water and drowned (Koeller 60). If it were not for their utter determination, there would have been practically no purpose for the paratroopers. After the drops, small skirmishes erupted everywhere. However, the troops rallied and were able to regroup to complete most of their objectives, thanks to the efforts of the French Resistance. Because the Resistance had cut phone lines, the German chain of command...
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...CHECK ON LEARNING FINAL EXAM 1. At which angle would you approach a UH-60? A. 45 degrees C. 15 degrees B. 90 degrees D. 40 degrees 2. When approaching A/C how would you add stability? A. Bend forward at waist B. Approach from the rear C. Maintain low silhouette D. A & C 3. How many emergency exits are on CH-47D? A. 12 windows C. All windows minus windshield B. All windows D. 4 windows 4. What is the crash positions for the UH-60L? A. Bend forward at waist B. Stand Straight up C. Sit up right D. Sit Indian style 5. What three items must be on you at all times? 6. How many first aid kits will be on a UH-60L? A. 7 B. 2 C. 1 D. 3 7. The maximum airspeed for a UH-60 A/L/M is 193 mph. True or False 8. The CH-47D/ F can carry 24 combat equipped troops. True or False 9. The HH-60A/L/M MEDEVAC in normal configuration can carry 4litter patient and 2 ambulatory patient. True or False 10. Draw a line to the correct helicopter for the first letter indicator basic mission. AH OBSERVATION HELICOPTER MH MULTI-MISSION HELICOPTER CH ...
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...Q1) 1. Threat of New Entry For the US Express Mail industry, the overall threat of new entry is very low. The following list and explanation captures the difficulty an entrepreneur might face in trying to penetrate the express mail market: * High capital requirements: In order to establish an express mail operation, the start-up capital required is too big for an individual to obtain. For example, Federal Express’ Superhub in Memphis has 2.4 million square feet of floor space and can hold 147 planes. UPS’s new hub will cost approximately $860 million. In addition, a cargo plane sells for $90 million. * Economies of scale: newly established postal service will have tough time competing against majors since small operation translates into higher prices for consumers. * Strong brand identification of existing firms: Express mail is an important part of doing business for many individuals and firms. They will naturally favor the traditional postal service that has gone through the test of times and proven reliable. * Aggressive reaction of incumbents: Both the first-tier majors and second-tier minors will react to a new entry by a player and will apply pressure by using their cost advantages and superior managerial knowledge. * Product differentiation: It will be hard for the new postal service to differentiate the company’s service since the express mail service has become standardized due to investments in logistical research by the majors. However, a new postal...
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