Financial Decision Making, Easyjet in comparison with Ryanair

Financial Decision Making, Easyjet in comparison with Ryanair The purpose of this report is to prepare an analysis of the financial performance and position of Easyjet plc in comparison with that of Ryanair plc. The CORE model approach was used in preparing a review of each airlines annual accounts with selected ratios applied to evaluate compare, contrast their financial performance. An analysis of Easyjet plc performance and position against Ryanair plc confirms the following key findings. The principal finding from this report is that the current finance strategy for Ryanair plc is not sustainable in the long term. Easyjet plc diversification into ancillary activities has incurred costs which will be recouped over a period of time and reflect a positive investment strategy during and after the economic downturn. Furthermore, Easyjet will achieve additional savings if an optimum hedging policy is implemented during the current economic downturn. Introduction An appreciation of the European airline industry was considered in relation to Easyjet plc current financial positioning and brand recognition as the preferred low cost airline provider. The financial performance and position of Easyjet plc was appraised against Ryanair plc through application of the CORE (Context, Overview, Ratio, Evaluation) model. Context establishes the market share and European airline environment from an internal and external perspective that the two plcs operate and compete within. Overview is an appraisal of the financial performance between the two Plcs in relation to similar operational activities and qualifying their accounts and strategic approach during the current economic downturn. Ratio analysis establishes the relationship between stated totals within the Balance Sheet, Cash Flow Statement and Income Statement to establish the base of Evaluation for financial performance between Easyjet plc (Easyjet) and Ryanair plc (Ryanair). Evaluation of the two accounts is an integrative component of the CORE approach based upon the three previous stages to assist with identifying an overall conclusion from the analysis. The overall conclusion may then be drawn as to the degree of success of the organisation in terms of the implementation of the corporate strategy for customer, competitors and suppliers according to the specific focus of the analysis (Moon Bates, 1993). Context (Internal): Each airline as their primary activity provides international and regional low cost airline fares within the European airline industry. Both airlines are recognised within the market and operationally focussed towards a low-fare strategy. Sustainability and success of providing low cost airline fares is critically dependent upon retaining a low cost base especially during the current economic downturn to protect long-term viability. The global duopoly of Boeing and Airbus within the European airline industry influences the high fixed costs relative to variable costs that is inherent to airline pricing and generates the operational focus towards retaining a low cost base. Reducing operational costs provides each airline with flexibility to offer lower ticket fares, issue dividend shares or retain earnings for future investment as part of their competitive advantage over a rival (Brassinton Pettit, 1997). From a media perspective and operational approach, Ryanair has successful introduced a low cost base through staff optimisation and promoting www.ryanair.com for online ticket sales. Application of the airlines website can provide an integrated marketing communications strategy as well as introducing an effective management information system to co-ordinate revenue activities. Ryanair is reputed to have achieved  £22 million pounds in reduced sales and distribution costs through application of their web-based management information system (Done, 2008). Additional operational savings to establish a low cost base have been generated through Ryanairs standardisation of their airline fleet to Boeing 737s. Standardisation provides lower staff training and maintenance costs due to familiarity and inventory considerations. Both airlines target the European short-haul city break market segment and utilise a system termed yield management to allow seats to be priced according to supply and demand (Ryanair Plc, 2008). Ryanair and Easyjet focus upon an optimum turnaround time at each due to empty planes being non-revenue generating. To maximise profits, fixed and variable costs are regularly challenged to introduce further savings which establishes the rationale as a low cost airline provider not to be forthcoming with compensation to passengers for flight cancellations. It is therefore an operational priority to ensure service delivery with minimal lost baggage claims and flight reliability exceeds the industry standard in relation to key performance indicators. Dependent upon the size of the aircraft purchased or leased from Boeing and Airbus, economies of scale can be achieved to increase the operating profit margin of the airline. Establishing a sustainable low cost base can increase the projected operating profit, increasing the airlines purchasing power to negotiate preferential commercial arrangements with suppliers. Furthermore financial success in one industry sector provides opportunity to develop activities in another sector using ancillary partners. In relation to each airline generating ancillary revenue, Easyjet activities have diversified into various market segments and achieved higher revenue returns beyond that of Ryanair, as detailed within each airlines Income Statement. Both the airlines have expanded their ancillary activities with Easyjet achieving a 115% improvement for ancillary services including Car rentals, Hotels, apartments, Travel Insurance and Airport Parking as recorded within their respective company accounts.Ultimately, Easyjet is expanding the portfolio of activities during the economic downturn to develop the brand and establish complimentary ancillary services to mitigate against revenue loss in a specific sector such as Passenger flights. In contrast, Ryanair has generated a 23% improvement in their ancillary services with passenger service the primary focus to achieve revenue (Easyjet Plc, 2008). As a short term strategy, this has possibly generated the concern that Ryanair performance has improved over Easyjet, yet as a long term approach the approach is not sustainable. This is due to all operational activities having a specific cost threshold and in a fare war contest it may become necessary to subsidise activities from other more profitable ancillary activities. The current approach by Ryanair in the economic downturn is therefore considered prejudicial against their long-term viability. Each airline primary assets are detailed within the Income statement that reflects the substantial capital outlays in relation to the purchase of aircraft fleet for both providers. In the long term this approach can be beneficial due to reduced future costs associated with leasing as well as minimising interference from external financing companies concerning pricing tactics with possible withdrawal of finance due to perceived negative publicity of the airline. Ownership of aircraft establishes a tangible asset and brand platform that can be applied to increase shareholders and investors confidence. The accumulation of assets establishes a long-term investment strategy that requires operational maintenance and management depreciation consideration. Ownership of the asset ultimately provides each airline with the opportunity to select without constraint their service partners for maintenance, cleaning and insurance coverage. As previously mentioned both airlines target the short-haul city break markets and utilise the yield management system to allow seats to be priced according to supply and demand therefore exercising full control of their marketing mix to the consumer (Airlines, 2006). Recorded revenues of  £2,171 million was achieved by Ryanair during the financial year ended on March 2008, representing an increase of 21.3% over 2007 and generating 37.6% of the total revenues in 2008(Ryanair, 2008) in comparison recorded revenue was  £2,362.8 million in September 2008 generating an increase of 31.5% compared to their performance in 2007 and reflective of a sustainable corporate strategy to protect the viability of Easyjet during the economic downturn(Easyjet Plc, 2008). Easyjet completed the acquisition of GB Airways in January 2008 with Ryanair attempting a similar corporate acquisition that was rejected by Aer Lingus. Currently no progress has been achieved from the Aer Lingus rejection of the offer yet the collapse of buget airlines Sky Europe in 2009 with previous budget airlines also going into administration does not provide the consumer with confidence in low cost fare providers (PIGNAL, 2008). Context (External) According to Datamonitor (2008) by 2011 the airline industry is forecast to have a value of  £89 billion with 773.5 million passengers anticipated to use airline travel on an annual basis. Competition amongst the two airline providers is increasingly focused towards cost and brand marketing. Various management cost reduction initiatives with provision of only one class of service have developed each airlines reputation as a no-fill providers due to costs being charged for all non-essentials. To assess the external profile of Easyjet in comparison to Ryanair a SPECTACLES approach is applied with consideration towards the various categories as well as applying Porters five forces model (1980). Social considerations include recognition of both airlines as market leaders with strong brand identification for low cost fares. Furthermore, both airlines have developed a reputation for reliability through punctuality of flight times, minimal flight cancellations and reduced lost luggage claims. Political considerations include all regulatory constraints that may apply to both providers such as airport charges which are generally levied through regulation rather than commercial negotiation. Economic considerations include the economic downturn, reduced disposable income and expenditure of customers together with increasing fuel costs due to global conflict and fear of terrorism attacks. In addition, global events have increased insurance provisions and requirements within the airline industry. Cultural considerations include the perception that low cost airlines provide an inferior service in comparison to traditional flag carrier and charter airlines that concentrate upon a differentiation competitive advantage. Technological considerations include the recognition that safety is a main consideration and cost aspect with all aircraft parts have a defined life-span before replacement is required. The replacement of prop aircraft to jet engines as part of fleet modernising as well as increasing safety requirements requires airlines to a continual review of their projected capital and maintenance allowances. Aesthetic considerations include the preference for one airline over another with Easyjet achieving a global focus due to broader activities in comparison to Ryanair. Both airlines provide the same class of service on all flights with emphasis upon low costs. Customer considerations include ease of on-line booking together with ticket costs combined with reliability of each airline operating the prescribed flights and minimal loss baggage claims. Against Easyjet, Ryanair has achieved significant short-term success in this category at the expense of generating a love/hate relationship with the public. Legal considerations include the regulatory constraints for passenger safety, security provisions, noise reduction, and environmental issues. In addition, to employment and aviation law, there is competition and liability legislation that restricts the operating activities of each airline. Environmental considerations include all regulatory constraints that may apply such as noise reduction, emissions and fuel efficiency, reduced energy, water and material consumption and air traffic congestion. Sectoral considerations include review of competitors and future regulatory considerations to enable a competitive advantage to be developed over rival airlines. In many respects review and implementation of Porters (1980) competitive forces provides the sector framework for analysing the intensity of competition to the profitability and attractiveness within an industry. The below five forces diagram illustrates the relationship between the different competitive forces (Porter, 1980). Adapted from Porter (1980) Five Forces Model Threat of new entrants low The preference for lower air fares generated the business opportunity for Easyjet and Ryanair to compete against traditional flag carrier and charter airlines. A high capital investment and legislation requirement combined with competition for additional airport slots/positions creates physical and financial barriers for new operators within the airline industry. Bargaining power of customers increasing Availability of constant information through the World Wide Web provides information of which airline has the cheaper fare and within an economic depression, the preference of the customer is generally towards the cheaper service provider. Bargaining power of suppliers strong but limited The price of aviation fuel is directly related to the cost of oil, as an individual company Easyjet and Ryanair does not have the power to alter this. The impact of the supplier depends on the availability of alternative suppliers and product substitutes (Dibb Simpkin, 2001). The more these airlines expands the more power it will possess over its suppliers Threat of the substitute products or services low There are no tenable threats from other modes of transport as distances are too great except from London to Paris, which can be reached by Euro Star. Current competitors Easyjet and Ryanair sustain a cost leadership advantage over all other operators including traditional flag carrier and charter airlines that utilise a differentiation rather than a low cost base. Overview: Both Ryanair and Easyjet have membership of the European Low Fares Airline Association (ELFAA) to assist with their equal representation within the airline industry. According to ELFAA (2009) statistics Ryanair provides 1,200 daily flights in contrast to the 1,000 daily flights provided by Easyjet. As a consequence of providing a higher volume of daily flights than Easyjet, the passenger load factor for Ryanair is lower at 81.4% according to the June 2009 ELFAA statistics. The passenger load factor of 85.2% for Easyjet identifies on average their passenger occupancy per flight which can be compared to the break-even point to identify the profitability of a specific flight (ELFAA, 2009). The below table provides an insight of each organisation in relation to their operations and company profile. RYANAIR EASYJET ESTABLISHED 1985 1995 ANNUAL TURNOVER 2171 million 2,362 million OWNERSHIP STRUCTURE Ryanair Holdings Plc Easyjet Plc NO OF AIRCRAFT 220 165 MAJOR FLEET TYPE BOEING A320 ;BOEING MAIN HUB LONDON, STANSTED LONDON, LUTON AIRPORT H/Q DUBLIN, IRELAND LONDON, UNITED KINGDOM NO OF ROUTES COVERED 950 400 NO OF COUNTRIES COVERED 147 COUNTRIES 28 COUNTRIES EMPLOYEES 5920 6107 PASSENGER VOLUME 60 MILLION 43 million PASSENGERS 5.12 million 3.53 million PUNCTUALITY FLIGHTS ON TIME 88% 80% ACQUISITION MERGERS FAILED TO ATTEMPT AER LINGUS ACQUIRED GB AIRWAYS EXTERNAL AUDITORS KPMG PRICEWATER COOPERS AIRLINE PASSENGERS PER EMPLYOEE 9679 6772 Source : Easyjet plc 2009 Ryanair plc 2009. Both the airlines follow the going concern basis in preparing their financial statements which have been certified by independent respective external auditor as being a true and fair status of the companys financial overview. The financial statements are prepared in accordance with the International Financial Reporting standards (IFRS) as adopted by European Union (EU) and effective from March 2008; as applied in accordance with the prevailing Companies Act legislation. Both airlines amended their accounting policy in 2005 from UK GAAP to International Financial Reporting Standard (Ryanair Plc, 2008 Easyjet Plc, 2008). Both airlines are successful in strategising for revenue generation with Ryanair maximising its profit through effective control of operating expenses in comparison to Easyjet. An example is Ryanairs effective fuel hedging policy which allows the airline to allocate fixed fuel costs without surcharge to the customer whereas Easyjet varies their fuel surcharge to the customer. The turnover for Easyjet is  £2,362 million (2008) from  £1,797 million (2007) which is a 20% increase in the turnover. Unfortunately due to the increased administration expenses incurred profit margins have not been maximised due to staff, marketing and fuel costs. These costs cumulatively represent a total cost increase of 28% in 2008. The final outcome was a decrease in profit margin from 11.23% from 4.66%, which trails far behind Ryanairs profit margin (Easyjet plc, 2008). Ryanair in comparison to Easyjet has increased its turnover to  £2,171 million (2008) from  £1,789 million (2007) which is a 13% increase whereas their administration costs increased by 13% from last year. This has led to Ryanair capitalising on the increase in turnover to profit (Ryanair plc, 2008). Airline passenger per employee for Ryanair is greater in comparison to Easyjet and reflects an optimum utilisation of resources. Ryanairs punctuality of flights on time is 88% when compared to 80% of Easyjet which demonstrates the operational efficiency of staff. The customer base has increased for both airlines with Ryanair achieving greater customer retention through market domination of the short haul flights. The addition of 16 more aircrafts through Easyjets acquisition of GB airways to 165 aircrafts amounted to a capital expenditure of  £118 million (Easyjet plc, 2008). Ryanair took the delivery of 30 new aircrafts bringing its total to fleet of 220 aircraft which amounted to  £97.1 million towards capital expenditure incurred for the year. Both the airline has an expansion plan which clearly shows in their adding of more aircrafts to their existing fleet. Ryanair has raised finance through the mortgage of their aircraft, with a book value of  £3,061.5 million as collateral security for finance generated through loans for purchase of next generation 737-800 Boeing aircrafts (Ryanair plc, 2008). Ratios The calculated ratio analysis establishes the relationship between stated totals within the Balance Sheet, Cash Flow Statement and Income Statement to establish the base of Evaluation for financial performance between Easyjet plc (Easyjet) and Ryanair plc (Ryanair). The three main areas of Strategic analysis include Profitability, Liquidity and Efficiency as well as Gearing and Investment. Consideration of the ratios reflects the performance of Easyjet in achieving strategic goals in comparison to Ryanair and other rivals. The ratios are in the table format and the implications are discusses below (Moon Bates, 1993). Ratios RYANAIR EASYJET 2008 2007 2008 2007 Profitability ROCE 9.20% 9.86% 5.78% 12.08% Net Profit Margin 16.17% 20.16% 4.66% 11.23% Goss profit margin 19.79% 21.09% 3.85% 9.57% ROSF 15.61% 17.15% 6.51% 13.22% Liquidity Current Ratio 1.53 Times 2.02 Times 1.56 Times 1.88 Times Acid Test Ratio 1.53 Times 2.02 Times 1.56 Times 1.88 Times Gearing Ratio 47.55% 44.47% 41.53% 39.19% Interest Cover Ratio 5.53 Times 5.09 Times 3.36 Times 6.70 Times Efficiency Ratio Earnings per share 20.67 22.56 19.84 36.61 Wage Cost (%) 10.51% 10.13% 11.14% 11.36% Other ratios Debtors Collection days 4.6 days 3.82 days 21.55 days 34.2 days Creditors Payment days 17.39 days 8.94 days 11.97 days 8.04 days Source: Easyjet Plc.2008 Ryanair Plc, 2008. The financial ratios provide a quick and relatively simple means of assessing the financial health of the organisation (Atrill Eddie, 2006). Evaluation: To complete the CORE model an evaluation of the two airlines has been prepared with a succinct summary of the main findings of the report including key recommendations identified. Both airlines have reduced profit margins with Easyjets profit margin gap is significant in compared to Ryanair. The decline in the profit is mainly due to an increase in administration cost as previously reported. The main contributing factor is 66% increase in the fuel cost when compared to 2007 whereas Ryanair had only 14% in increase in fuel cost due to its effective (73%) hedging policy on fuel charges. Neither airline released dividend payments for 2008. To reduce short-term earnings volatility Easyjet has put the following fuel and currency hedging positions in place: 66% of anticipated 2009 funding requirement is hedged at  £1.96/ £,an additional 5% of requirement are hedged with collars with average floors of  £1.73/ £ (of what Shinde per sq metre); 56% of 2009 capital expenditure relating to aircraft deliveries hedged at  £1.97/ £; 81% of anticipated 2009 euro surplus hedged at à ¢Ã¢â‚¬Å¡Ã‚ ¬1.24/ £. (Easyjet plc, 2008). Easyjet has also achieved a positive trend through reduced wage costs in comparison to Ryanair, which is a consistent consideration to maintain during an economic downturn to ensure competiveness with Ryanair. The operating profits for Easyjet were lower due to incurred advertising costs which were high in comparison to minimal advertising costs incurred by Ryanair and recorded as zero within the Income Statement. Online booking for Ryanair is greater than 90% which results in a small operating expense towards marketing. In contrast to Ryanair, Easyjet is applying a long term strategic approach to maximise revenue through advertising in the media and other channels to inform customers of their service value with competitive low fares. The acquisition costs for integrating GB Airways costed at  £12.9 million in 2008 which is going to reflect as an expense on next years income statement will assist Easyjet to increase profit margins. Easyjet has also increased ancillary revenue which will assist the company to mitigate its corporate risks through diversification of activities. Both airlines use the straight line method for calculating depreciation due to which Easyjet is showing 33% increase in its depreciation cost versus Ryanair 22% increase in depreciation. In relation to Easyjet the depreciation cost is high due to the acquisition of GB Airways with additional assets to be depreciated. The interest cover ratio, which is used to determine how easily either airline can pay interest on outstanding debt, was calculated by dividing each airlines revenue before interest and taxes with ratio. The interest cover ratio has declined dramatically for Easyjet by 3.34 times when compared to Ryanair which increased by 0.44 times. Thus the decline in Easyjets interest cover ratio can be explained through an increase in borrowing and combined with a dramatic decline in profitability in 2008. The lower the level of operating profit coverage, the greater the risk to lenders that interest payments will not be met, and the greater the risk to the shareholders that the lenders will take action against the business to recover the interest rate. Whilst Ryanair has its maintained a preferable interest cover ratio in comparison to Easyjet due to the profit  £429,664 achieved despite high borrowings. Easyjets Interest cover ratio was not as favourable due to their profit margins of  £910,000 despite achieving a preferred gearing ratio in comparison to Ryanair. The gearing ratio refers to the relationship between the amount of fixed interest capital and the amount of equity within each airline. Ryanair has increased from 44% (2007) to 47% (2008) primarily due to an increase of long term debts at 13% in 2008. When the value of debt capital is more than the value of equity as in Ryanairs situation the organisation is highly geared due to significant borrowings of  £1,814.57 increasing the risk of becoming insolvent in the medium to long term particularly if the economic downturn continues. Ryanair is raising finance for operational activities at the expense of an increased gearing ratio from 9.32% in 2007 compared to 39.96% in 2008 due to a decrease in profit margins (Ryanair Plc, 2008). Whilst, the gearing ratio for Easyjet increased to 41.53 % (2008) from 39.19 % (2007) this is primarily attributed to the acquisition of GB Airways. The future gearing for Easyjet will reduce due to consolidation of activities whereas Ryanair increased gearing is attributed to the intended acquisition of Aer Lingus, purchase of market shares and investment within operational activities. It would therefore appear that Ryanair have exhausted the potential to achieve future funding due to their current gearing ratio whereas Easyjet focus is towards consolidation of activities with an increase in profit margins anticipated in 2009/10. Easyjet have increased current liabilities in terms of aircraft maintenance cost and derivative financial instruments (hedging losses) that have generated a reduction in the current ratio combined with the acquisition of GB Airways. Whilst Easyjet can access significant cash and liquid investments to mitigate the risk of business disruption events of approximately  £863 million as at 30 September 2008 this excludes restricted cash of  £66 million for short-term liabilities. Whereas the cash balance for Ryanair has improved it is only through analysis of the ratios that a downward trend is developing due to an increase in current liabilities within derivative financial instruments. Ryanair utilises derivative financial instruments to hedge against losses by anticipation of future price increases concerning predicted variability in cash flows of an asset, liability or a highly probable forecasted transaction. A significant contribution for an increase in the current ratio for Ryanair is the increase in maturity of debts. Both Ryanair and Easyjet have a similar acid ratio due to absence of stock or inventories within their published balance sheets. The sales revenue per employee ratio identifies how each airline is utilizing their employee productivity with an increase generally reflective of efficiency with management establishing additional key performance indicators for staff to achieve. As previously detailed on the ratio comparison table, Ryanair has increased sales revenue per employee. Return on capital employed identifies the relationship between the operating profit and average long term capital invested and is significantly reduced for Easyjet due to long term liabilities yet this is recognised as a temporary phase following the GB Airways acquisition as well as undertaking airline operations within a competitive market. Achieving a profit within an economic downturn combined with adjustment of the hedge reserve will enable Easyjet to improve their effectiveness in 2009/10. In contrast, the capital redemption reserve for Ryanair has increased due to purchasing previously released equity shares as well as increasing long term liabilities with various financial institutions and established primarily on the basis of guarantees granted by Export-Import Bank of the United States to finance the acquisition of 107 Boeing 737-800 as a next generation aircraft. Whilst having less favourable ratios than Easyjet the funding provided by the Export-Import Bank of the United States for Ryanair is attributed to the bank emphasis to support the financing of U.S. goods and services (Trade Finance, 2004). It could also be suggested that the purchase of previously released shares by Ryanair was implemented to prevent another airline purchasing Ryanair shares due to their perceived vulnerability since the continued reduction of operational costs is not a sustainable activity. The Debtors Ratio identifies the effectiveness of a debt collection routine and within the competitive low fare airline industry, efficient ratios would be anticipated especially when the focus is towards cost reduction measures and borrowing finance is a chargeable activity. Ryanair has an excellent debtor collection policy with a minimal increase 0.78 days in 2008. This could also be reflective of the absence of available liquid reserves within a business to increase the availability of working capital and reduce finance borrowings. In contrast, Easyjet debtor ratio can be optimised from 12.65 days in 2008 to improve the availability of working capital within the business and limit borrowings. In comparison of the two airlines, Easyjet could improve their debtor ratio to seven days for efficiency purposes whereas Ryanair requires a constant focus on their debtor ratio analysis due to availability of working cash and requirement to minimal all non-essential costs. The Creditors Ratio provides an alternative perspective on how the two airlines consider their debt considerations. Ryanair creditor payment period is 8.45 days and therefore due to the volume of activities there is the availability of finance for other activities for an average of 8.45 days until payment/settlement is issued. Through utilising the credit payment period as a temporary borrowing option there is the perceived high risk that funds for payment could become committed and rather than generating revenue growth, funds are being juggled. In contrast the creditor payment period for Easyjet is 3.93 days restricting the availability of working capital to be paid to creditors rather than using it for day to day operations. In summary of the ratios selected for comparison the creditor and debtor ratios is reflective in general of how each airline is approaching their activities. Ryanair is quick to require settlement from debtors due to their restricted borrowing availability and uses a period of 8.45 days as an opportunity to generate additional revenue prior to settlement. Depending upon the volume of finance available within this period, Ryanair is anticipating the generation of additional revenue through hedging activities and received interest returns. In contrast, Easyjet is quick to make settlement as a creditor and less e

Interracial Marriage Essay

Today interracial marriages are happening more and more despite that many disapprove as we become more diverse, both racially and ethnically. In the past, though considered to be taboo interracial marriages are a quickly growing segment of the population. Interracial marriage is a marriage of two individuals each of different races. The focus of this paper is to address interracial marriage increase, effects on children, acceptance and challenges, and my personal views. Interracial marriage is used to describe marriages that take place between people who are from different racial or ethnic groups. Interracial marriage can convey a relationship between a Black and an Asian, a White and a Korean, a Hispanic and an Asian, a White and a Hispanic, a Black and a White, and etc. However, when people talk about race relations, the focus is on Blacks and Whites. 1. Interracial marriages hits a new high 2. Interracial marriages and the effect on children 3. Acceptance of interracial marriage 4. Difficulties and challenges of interracial marriage 5. Views on interracial marriage Interracial Marriages Hits a New High For most of U. S history, in most communities, such unions were taboo. Interracial marriage approval is at a high point in the United States at 86 percent, a Gallup poll indicated. The poll of 1,319 adults found the United States is on the verge of unanimity on the topic of interracial marriage, Gallup reported. Ninety-six percent of African-Americans, who have always been more approving of marriage between blacks’ whites, approve of such unions, while 84 percent of whites approve. The gap of approval ratings between blacks and whites has narrowed considerably. The gap since 1997 has been averaging 13 percentage points. From 1968 to 1994, the average gap was 32 points. When Gallup first asked about interracial marriage in 1958, only 4 percent of those asked approved. Approval of black-white marriages is slightly lower among Southerners, Republicans, conservatives and those in lower education levels. The elderly are the least approving group at 66 percent (UPI. com, 2011). Interracial Marriages and the Effect on Children No matter what ethnic groups are involved, one major result of these marriages are children. Children are far more negative than a lot of adults are today regarding interracial relationships. It’s not that they approve or disapprove; it’s more like they don’t understand. If a child has never been exposed to other races or seen two different races married and living together than their first reaction might be to think its â€Å"weird†. When kids don’t understand something their first reaction is to tease the child with the interracial parents. There are more serious effects of a child being interracial †¦ labeling and racism. Encountering an identity crisis, which group does she/he belong to? Having siblings that can actually pass as white, who may result in receiving privileges that society may deny the child of more color (darker). Acceptance of Interracial Marriage The willingness of people entering into interracial relationships has grown and so does acceptance. There still some that frown upon mixed marriages with the belief that marriage is tough enough without having to deal with the burden racial differences. A report released by the Pew Research Center says that 43 percent of Americans believe that marriage between people of different races has been productive in our society while only 10 percent believe it has changed America for the worse (AFRO. com, 2012). Difficulties and Challenges of Interracial Marriage As an interracial couple you will possibly face extra challenges in your marriage from people outside your marriage. These include antagonistic and unfair treatment from others, suffering rejection from family members or disinheritance, and dealing with prejudices from friends. All of these things combined can push a couple into social segregation. If you or a couple you know is dealing with these kinds of things (even same-race couples do), think about the following: Have confidence in your choice; Deal with your feelings; Stand up for each other and your marriage; Surround yourselves with supportive people. What can cause an interracial marriage to fall apart is the inability of a couple to handle their differences and a failure to talk about stress and prejudice created by others (Marriage Matters, 2009). The problems and issues that used to occur with interracial marriages are no longer as adamant and noticeable. Views on Interracial Marriage Interracial marriages are more common today than ever before and I support it. There are cultural differences, but if anything, I believe that in interracial marriages couples can help each other to grow as a person. Love as no boundaries†¦what difference does the color of your skin make if two people are in love. You can’t help with whom you fall in love with, and people should stop seeing mixed race relationships as a political statement. If people attempt to understand the different beliefs, traditions and values of the diverse groups that make up this world, then they could work together for the good of all. Love has no color! Interracial marriage in the United States has been fully legal in all U. S. states since the 1967 Supreme Court decision that deemed anti-miscegenation laws unconstitutional, with many states choosing to legalize interracial marriage at much earlier dates. The United States has many ethnic and racial groups and interracial marriage is fairly common among most of them (The Full Wiki, n. d. ). In conclusion ethnic groups bring diversity and wealth to a society by introducing their own ideas and customs. Interracial marriages introduce such variety. In a picture-perfect world, everyone should celebrate this. However, the world is not perfect. I think that the more love there is in this world, the better off we all are†¦ regardless of whom it is we love.

Uses Of HTML, Tagss, Tags And Targets - 782 Words

HTML5 tags There are many tags in HTML to create a webpage. But as I have used HTML5 therefore, some tags don’t work or not available for html5. Such as (-- removed HTML --) (-- removed HTML --) tags which used for sperate lines. As I was unable to use (-- removed HTML --) tag so I had used a (-- removed HTML --) tag to break lines without using a (-- removed HTML --) tag. (I am concerned if you will not accept it. The reason why I used p tag because it looks messed up on the contact page. To be host, I wanted to give a nice look at my website without using CSS.) †¢ (-- removed HTML --) (-- removed HTML --) tag The next tag is a (-- removed HTML --) tag which I used to make some important texter strong.it represents†¦show more content†¦Ã¢â‚¬ ¢ Examples of non-semantic elements: (-- removed HTML --) and (-- removed HTML --) - Tells nothing about its content. †¢ Examples of semantic elements: (-- removed HTML --) , (-- removed HTML --) , and (-- removed HTML --) - Clearly defines its content. (Reference https://www.techonthenet.com/html/elements/nav_tag.php ) Accessibility Validate Accessibility Accessibility for the web means making sure that your web pages and applications are available to everyone, including people with disabilities. A blind person using a screen reader needs the ability to skip navigation through to different sections of the page, rather than reading the whole page from start to finish. Also, using heading levels suitable (h1 to h6) makes this a lot easier. Accessibility for hard of hearing and deaf, especially those who completely deaf from their birth can be improved with the use of the sign language. I think most of the deaf people can understand the written language, but sign language would a lot easier than writing. †¢ Ability Net https://www.abilitynet.org.uk/ Validate There are a number of tools to check if the web is accessible or any error comes up. I used 2 different sites to check my

`` Disobedience `` By Theodore Dalrymple And Erich Fromm ...

The Nuremburg Trials of 1945 were some of the most controversial military tribunals to be held in the 20th century. In the trials, Nazi war criminals were put on trial for the atrocities they committed against the Jewish population of Germany. When asked why they had committed such acts of horror, many of the Nazi soldiers attested by saying that they were under orders to do so. The trials questioned the motives behind instances of mass human torment which have led many scientists and psychologists to strive to understand the rationality behind human obedience. Two of these psychologists, Theodore Dalrymple and Erich Fromm explored the instances in which disobedience and obedience to authority should be applied. Fromm wrote his article†¦show more content†¦Dalrymple mentions that while his orders to prolong the lives of dying patients went against his morals, he felt obligated to follow the commands of his physician due to her greater amount of experience; however, Dalrympl e also states that it is oftentimes necessary for a subordinate to determine when they should disobey an authority. Not only can blind obedience lead to negative consequences in a society, but blind disobedience can have similar adverse effects. Some of the negatives of blind disobedience include individuals who cannot listen to other individuals and properly perform their jobs. Additionally, people who cannot obey authority in their lives find it very difficult to have human interactions as they live their whole lives only listening to themselves. These individuals live life as though it is a power struggle. Though the Milgram experiment pins obedience as being a negative attribute for an individual to express, Dalrymple states that neither total obedience nor total disobedience are beneficial to society. Fromm initiates his article by addressing the commonly held belief that obedience is a virtue and disobedience is a vice. Fromm mentions that this is not the case, as â€Å"human history began with an act of disobedience, and it is not unlikely that it will be terminated by an act of obedience†(Fromm 227). Man began human history through Adam and Eve eating the apple in the garden of Eden. Additionally, Prometheus stealing fire from the Greek GodsShow MoreRelatedEssay about The Abuse of Power in the Military1186 Words   |  5 Pagesfor the college students to exert their power as guards. Erich Fromm is another prominent author who wrote â€Å"Disobedience as a Psychological and Moral Problem† in 1963, shortly after the Cuban missile crisis (Fromm 258). His article mainly discusses obedience; Fromm divides obedience into an authoritarian conscience, obeying out of fear or to please, and humanistic conscience, listening to a person’s own morals and ethics (Fromm 261). Fromm explains rational and irrational authority by stating thatRead MoreEssay on Obedience1004 Words   |  5 PagesErin Poulsen ACP W131 Mr. Scanlan 19 October, 2015 Comparative Critique Obedience and Disobedience has been a part of key moments in history. Many have studied forms of obedience to learn how it affects people and situations. For example, Stanley Milgram conducted a well-known experiment in which the subject, named the â€Å"teacher† must shock the â€Å"learner† every time he doesn’t remember a word pair from a memory test. The focus of this study is on the teacher, and whether they will administerRead MoreDisobedience Vs Obedience1700 Words   |  7 Pagessome individuals to blindly obey orders without contemplating the credibility of the source. In psychoanalyst Erich Fromm’s article â€Å"Disobedience as a Psychological and Moral Problem,† he explains that throughout human history obedience has been associated with virtue and disobedience with sin (Fromm 127). Fromm suggests that our conscience is an internalized voice of authority (126). Fromm claims individuals need to distinguish the difference between rational and irrational authority because obedience