The Marketing Strategies Implemented By The Airline Easyjet Marketing Essay

The Marketing Strategies Implemented By The Airline Easyjet Marketing Essay This report has been conducted in order to clarify the marketing strategies implemented by the airline easyJet in order to gain a competitive edge over its rivals in the market for low-cost aviation. We researched in depth the European budget airline industry and looked at the various strategies used by easyJet, along with its main rivals. The main findings from our study suggest that easyJet has been very successful in its approach to its marketing campaigns, as it has built and sustained a strong image over the course of its operations at the top of the airline industry. The company however, must continually seek out new strategies and ideas as the industry becomes increasingly more competitive. Introduction EasyJet was established in 1995 by Stelios Haji-loannou and operates as a no frills low-cost airline, aiming to under-cut its rivals, such as, BMI Baby, Ryanair, and FlyBe. They all operate on a similar business model to that of the highly successful USA southwest airlines. The competitive advantage of budget airlines is maintained by achieving low operating costs, increasing revenue and using new economy technologies such as the Internet to sell their product. The low-cost airline sector currently has an 8.65% share of the total airline market with easyJet attaining 3.76% (Belfast Telegraph, 2004). EasyJet achieved a profit of  £62.2m in 2004 and announced major expansions into Central/Eastern Europe in an effort to apply their winning formula to a wider proportion of the airline industry (EasyJet, Company Overview 2005). The project will consult easyJets marketing and competitive environment to ascertain the position they hold in the industry, thereby constructing an analysis of the various strategies easyJet implements to achieve a competitive edge over their rivals. EasyJets Marketing and Competitive Environment EasyJets marketing environment will involve a PEST analysis, highlighting major influences upon the low cost airline industry. The competitive environment analysis will signify as Sanderson and Luffman confirms, current strategies of competitors, the potential of new competition to enter the market, the behaviour of suppliers and buyers, and the availability of substitute products (2001, p.20). Introduced in the form of a SWOT analysis. Marketing Environment Political In 1990 the European deregulation of commercial aviation coincided with the expansion of the low cost airline industry. The low cost carriers in the industry were able to take advantage of the relaxed laws and expand their operations. Economic Mercer Management Consulting (2002) reported that the low cost airline market conforms to the criteria of three components (Figure 1). Firstly, it provides a simple product consisting of no seat reservation, free seating, and adequate in flight service. They are a genuine no frills airline with a simple product offered to the market. Webster (2004) noted easyJets ability to maintain a high degree of customer focus through a new, user friendly website with an improved booking process. Figure 1: Source Impact of Low Cost Airline Mercer Management Consultancy 2002 Secondly, it is apparent that the low cost airline market is characterised by: mergers and acquisitions; the expansion of existing low cost airlines and finally, market exits as a result of bankruptcy e.g. Debonair. Furthermore, the low cost carriers operate short haul, point to point traffic with short frequencies, pursue aggressive marketing campaigns and deal with secondary airports. EasyJet, however, has differentiated in this respect by dealing with major hub airports e.g. Gatwick. Finally, the industry operates a low cost ethos, which is maintained by lean sales, high productivity of resources, low maintenance costs and low wages. The price of oil which is currently 50% more expensive than a year ago is a cause of concern for the low cost airline industry. Chief Executive of easyJet Ray Webster said: The price of fuel remains high and volatile. In spite of this, operating margins for the period are expected to be broadly in line with last year. The problem of high oil prices may be a cause for concern for smaller carriers who are not able to maintain low cost bases. Social The low cost carriers position their product to leisure travellers and non business travellers (See Figure 2), however easyJet has differentiated by targeting the business and leisure segments. This behavioural segmentation creates a more dynamic edge in comparison to their competitors who solely focus on leisure travel. Thus, easyJet must ensure that its strategy is tailored to a wider market. Walton (2005) confirmed that easyJet was presented as a European low cost airline with a current reading of 26 million passengers in 14 key countries. It has 190 routes to 58 airports and 163 million people live within one hour of easyJets airports. Figure 2: Source Low Cost Airlines Gaining Momentum in Europe Schneiderbauer, D. Fainsilber, O. (2000) Technological Low cost carriers have the ability to maintain a high degree of customer focus through user-friendly websites with improved booking processes. These websites have the capability of charging bookings with greater ease and utilising an easy to use fare finder to obtain the cheapest fares. Selling tickets via the technological medium of websites and hence by having no travel agents, they avoid paying agency commissions. Competitive Environment Strengths EasyJets core strengths according to Morgan Stanley relate to their ability to provide a simple fare structure with good value for money and maintain low unit costs. Furthermore, they have developed a strong brand through serving the Swiss and UK market and through strong corporate culture, whilst developing a broad multi base network. Weaknesses EasyJets weaknesses have become apparent in the fiscal year of 2003, whereby crew costs rose by 68% to  £97 million which accounted for 13% of operating costs. Additionally, advertising costs also increased by 43% to  £28 million, accounting for 3.7% of total costs and crucially, easyJets airport charges had surged to 103% to a staggering  £149 million. Opportunities The BBC (2005) highlighted easyJets acknowledgement of the opportunities that can become apparent as a results of the fierce competition from Ryanair. The new demand from business customers has forced the need for the provision of certain facilities such as airport lounges for the frequent flyer; one way of looking at the practicalities of developing better services. Meeting the demands of lifestyle changes is crucial and with the ever growing new routes such as to Rome and Berlin, this will help retain some competitive edge. Threats Some of the main competitors are Ryanair, Bmibaby and FlyBe. Ryanair were initially founded in 1985 and then re-launched in 1990-91. Their aim was to offer fares 50% or lower than those offered by the big flag airlines, specifically as a low-fares, no-frills operation. Mintel (2003) reported that Ryanair generated  £190 million profit before tax. They had acquired other rivals such as KLM and Buzz, hence in the 2004 3rd quarter results they stood in first position for passenger growth, with the lowest fares and lowest costs in Europe. It was apparent that recently, they have continued to maintain their position at the top of the industry. Ryanair have responded aggressively to easyJets home markets. They have lowered their prices in the newest markets such as Knock, Cork and Shannon. They are building up pressure in Liverpool and Luton with further rises in operating flights and with the development of new competitors such as Jet2 and Monarch, easyJet are facing potentially turbulent times. EasyJets Marketing Strategies to Achieve Competitive Advantage An analysis of easyJets marketing strategies, namely; product differentiation, mergers and acquisitions, location, the website, advertising and marketing campaigns and the Airline TV documentary will now be performed to depict how easyJet gains a competitive advantage in the low cost airline industry. The consumer matrix (Bowman and Faulkner, 1997) details perceptions that customers have with regard to the product or service offered to them and the prices charged. Applying this to easyJet we can guestimate the general perception generated by the market. EasyJets flights offer the consumer value for money as the benefits gained from the transaction relative to price appear favourable in comparison to their competitors. Perceived price Hi Hi Perceived use value Lo Lo West Heterogeneous views, with regard to the demands for the service, indicate that, one service meets all demands may lead to mistakes in the competitive strategy. Within the airline segment there will be consumers who are price sensitive and thus demand the low-cost alternative. Hence, easyJet are following the customer matrix price strategy in order to attain sustainable competitive advantage (maintaining benefit whilst reducing price): Location One of easyJets successful marketing strategies implemented is the location element of the destinations to which it runs flights. In order to gain a competitive advantage over its competitors, easyJet flies to all the main business and leisure airports in Europe so that customers do not then have to then transfer a long distance to their final destination. Other firms in the industry such as Ryanair for example, although attempt to compete at a price level with easyJet, do not operate nearly as efficient a route map. Arguably such rivals can only offer the low-cost advantage through flying to more remote destinations. EasyJet operate to the highest level of efficiency at the airports themselves with rapid turnaround times and can thus fully utilise their fleet system, whilst running extra flights for passengers. EasyJet has greatly expanded its hub airports, to now having bases in all parts of the UK and more recently, integration into European airports. Advertising and Marketing Campaigns Through utilising to the full the marketing channels available, easyJet has been able to build and sustain a successful corporate image from the birth of the company 10 years ago. EasyJet advertisements can be seen everywhere, in cities all over Europe from giant billboards to public transport buses. The company has made sure that wherever there are potential customers for the airline, their presence is made known through advertising offers on flight costs, launch of new routes or merely to express why one should chose to fly with easyJet. In a highly competitive market, easyJets marketing team has had to sustain a strong advertising strategy and look to implement new marketing ideas so that they are not losing out to other airlines. In more recent years, they have taken much greater advantage of online advertising and with the increasing personal use of the Internet, this has considerably enhanced easyJets consumer reach. Although national media is an available marketing option, easyJet adopt a regionalised European approach to advertising (Dixon, 2005). Much of easyJets marketing campaigns have concentrated on making an impact at a local level and has proven to be a more personalised strategy, which has enabled them to adopt their methods of marketing to the regional customers they are addressing. Airline TV documentary series A marketing strategy implemented by easyJet which has contributed to their success, was the fly on the wall documentary series Airline broadcasted in January 1999. It was aired across the nation on prime time TV channels and was nominated for programme of the year in 2001 (BBC, 2005). Although the programme depicted easyJet in a bad light in certain instances, for example, refusal to allow passengers to board the planes, it acted as positive publicity for easyJet. EasyJet promoted themselves as a cheap and reliable airline, in a market where there were previously few competitors going for the low cost image. This clearly shows that according to Miles and Snows theory (1978), easyJet were acting as a prospector, as they were the first movers in the market place to try and unlock the low cost airline niche market. Website EasyJets website acts as a main distribution channel for e-ticketing with all flight information also accessible to customers online, thus reducing material costs. EasyJets website can be viewed in 15 languages in attempt to make their flights accessible to a wider audience. Sophisticated yield management systems have been implemented in order to maximise seat revenue which is seen as the largest area of competitive advantage (Jobber, 2004). The use of new economy technologies has improved flows of information, allowing easyJet to update prices immediately, thus maximising flight profitability. Porters theory in relation to easyJet clarifies that they are adopting a cost leadership strategy which is portrayed to customers via the cheap fares offered online. However, although technology provides advantages in terms of cost reductions for easyJet, its competitors have followed suit and have established websites of their own, offering consumers extremely competitive rates in comparison to easyJet. Consequently, easyJet needs to constantly adapt it strategies in order to retain a competitive advantage. Product Differentiation Porters theory details two basic types of competitive advantage: lower cost and differentiation (OShaughnessy, 1996). EasyJet achieves a competitive advantage by following the cost-leadership approach, transferring this low-cost advantage to the consumer in the form of low price. EasyJet have made notable attempts to make their product stand out from its low-cost airline competitors. McDaniel (2000) argues that a products differentiating feature acts as a competitive advantage and there will be no long-term survival unless it has one. Also, it is evident that easyJet is generally the trend setter for differentiation in its market. CNN reports that EasyJet has recently relaxed hand luggage restrictions which are 40% bigger than the current allowance (EasyJet, 2004). EasyJets no weight restriction for cabin baggage and flexible ticket scheme which can create earlier flight standbys highlights their ability to pursue consistent innovation for their customers. This may be an attractive prospect for business passengers and differs from other low-cost airlines, which maintain limits. Furthermore, they have implemented a 100% self check in with plans for self-handling to minimise disruption. EasyJet has also deviated from the typical pricing methods used by other airlines by implementing inclusive pricing instead of prices that exclude booking charges and taxes. This decision came after the Air Transport Users Council had highlighted consumers dislike of airlines trying to con them with low fares that do not exist, by offering a low fare up front, only to add a host of spurious taxes and charges later on in the booking process (Internet Travel News, 2005). On Thursday 1 August 2002, easyJet and Go completed a merger deal worth  £374 million. This represented a form of horizontal integration and indicated easyJets desire to increase its market share. By December 2002 easyJet had reached two further important milestones in its merger with Go by announcing a single Air Operator Certificate (AOC), and the launch of a unified sales channel. The integration costs incurred amounted to  £7.9 million, approximately  £3 million less than forecasted (EasyJet Financial report 2002/2003). According to Stelios, the deal contributed significantly to our objective to become Europes leading low-cost airline, by strengthening our position in important target markets(Financial Times, 2004). The Go acquisition was a major step away from easyJets own strategy of growing organically. By operating almost as a monopolist in the low fare airline market, the merger gave easyJet the option to raise prices and restrict supply in order to create supernormal profits. Additionally, the merging firms were able to exploit economies of scale to reduce cost. The purchase of Go has given easyJet a major presence at Stanstead, home of both Ryanair and KLMs buzz. Prior to the acquisition, their networks barely competed and they had rarely even flown out of the same airport. The following data was compiled a year after the deal completion which illustrates the success of the merger between EasyJet and Go: Airbuses willingness to support the costs of introducing the new aircraft type to the fleet far outweighed the costs of the complexity of running a dual fleet. The A319 provides a number of advantages for easyJet. It offers passengers more comfort, safety, travel quality, higher reliability and the opportunity for lower fares with its unbeatable operating economics. Additionally, the sizing of the A320 family allows easyJet to graduate up to the 180 seat A320 and even 220 seat A321, if they choose to do so in the future. Mathur and Kanyon (2001) proposed a matrix (see below) that identifies and classifies types of competitive positioning which creates differentiation. EasyJet, in terms of support differentiation, provide a differentiated service by offering many prime routes to major airports such as recent expansions at Gatwick airport (and other European airports) which shifts the focus to high yield traffic while abandoning economic and operative advantages of secondary aiports. In terms of merchandise differentiaton, easyJet provide variables such as self check in kiosks, ease of use for the websites and booking of tickets, unrestricted baggages restraints; such features of differentiation helps the consumers to make repeat purchasers with easyJet. Furthermore, easyJet use high quality Airbus A319s which provides customers with a range of benefits as listed above. The purpose of this report has been to assess how EasyJet has utilised successful marketing strategies through the various channels available, in order to establish and maintain a dominating position in the low-cost airline industry. One of the great business success stories of the past five years has been the launch of the easyJet airline company (Dixon, 2000). To facilitate our analysis of this objective, we not only researched EasyJet and its marketing campaigns adopted over the years, but also identified the main strategies used by the other leading competitors. EasyJet has constantly tried to identify itself to its consumer base as the best form of budget travel in Europe. The company recognised the demand for this form of travel and its marketing strategies have been primarily geared around providing more efficient, low-cost flights, whilst maintaining as a high a quality of service as possible. Through their clear, effective website, they have strived to make it increasingly easy for customers to deal with the company, whilst strategically positioning their advertising to be directed at the market served. Policies for expansion have been the driving force behind easyJets significant growth and have enabled them to eliminate key rivals from the industry. However, with the emergence of new, strong competitors in the industry and the increasing demand for low-cost travel, it is evident from the report that easyJet must remain innovative in its marketing and allocate sufficient resources to securing a long-term position as the market leader. Recommendations The low-cost airline industry is reaching maturity. Miles and Snows theory of the Four Business Strategies would suggest easyJet should move towards being an Analyzer from a Prospector. This therefore takes into account that easyJet needs to concentrate on maintaining its established market leadership. With regards to enhancing their market power both long and short-term, easyJet should look to move into newer mediums for advertising, primarily using television broadcasting. EasyJet need to further consider developing the levels of efficiency and motivation within their wide employee base and by fomenting such other dimensions of this business, will help maintain another key element which still, other rivals fail to recognise. Word Count: 3,195

Renaissance Art and Culture

Although the Renaissance saw revolutions in many intellectual activities, as well as social and political confusion, it is perhaps best known for its artistic developments. Leonardo dad Vinci and Michelangelo were inspired by the term â€Å"Renaissance man†. Renaissance influence was felt in literature, philosophy, art, music, politics, science, religion, and other aspects of intellectual study. Renaissance scholars used the humanist method in study, and searched for realism and human emotion in art. The civilizations of Greece and Rome were rediscovered, inspiring an interest in Classical learning which challenged medieval beliefs and ideas.The population was becoming wealthier which led to an increase in trade and travel and the spread of new ideas. The rise in prosperity also generated an interest in education, supported the flourishing of the arts and promoted scientific discoveries and new inventions. Perhaps the most important of these was the printing press, which allow ed the distribution of information to a much wider audience than ever before, further increasing the demand for more knowledge. INFLUENCE OF RENAISSANCE Renaissance was much more than a rebirth of classical art. It was a rejection of the middle Ages, which were Just ending.During medieval times, the arts were concerned mainly with religion, with the life of the spirit, with the hereafter. Little importance was given to life on earth except as a preparation for the next world. But as the 1 5th century began, Italians were turning their attention to the world about them. People started to think more about nonstructural, or nonreligious, matters. They began placing faith in their own qualities and their own importance. This new spirit was called humanism. Discipline, unquestioning faith, obedience to authority–these medieval benefits were o longer blindly accepted.People asked questions and wanted to find their own answers. Artists were among the first affected by the new spirit of humanism. In their work they began to focus on human life on earth. ITALIAN RENAISSANCE ART The Italian Renaissance was one of the most productive periods in the history of art, with large numbers of outstanding masters to be found in many centers and in all the major fields painting, sculpture, and architecture. In Florence, in the first half of the fifteenth century, there were great innovators in all these fields, whose work raked a beginning off new era in the history of art.The idea of artistic genius became popular; Michelangelo was called â€Å"divine† because of the greatness of his creative powers. In the Renaissance, art and science were closely connected. Both the artist and the scientist strove for the mastery of the physical world, and the art of painting profited by two fields of study that may be called scientific: anatomy, which made possible a more accurate representation of the human body, and mathematical perspective. Humanistic education, based on ethi cs and the liberal arts, was pushed s a way to create experienced citizens who could actively participate in the political process.Humanists celebrated the mind, beauty, power, and enormous potential of human beings. They believed that people were able to experience God directly and should have a personal, emotional relationship to their faith. God had made the world but humans were able to share in his glory by becoming creators themselves. INFLUENCE ON PAINTING The painting in France was known as Florentine painting. The techniques favored by the Florentine were tempera and fresco. The Tempera Painting: In tempera painting a dry surface was used. A wooden panel was grounded with several coats of plaster in glue, and the work was then copied from a drawing.The colors were tempered with egg or vegetable albumin. The Fresco Painting: The fresco technique, used for the mural paintings in Florentine churches, involved painting on wet plaster. The sketch was first copied on the plaster wall in rough outline, and the part on which the painter was going to work during a given day was then covered with fresh plaster. The painter had to redraw the part that had been covered by the new plaster and add the colors. As the plaster dried, the colors came a permanent part of it. ARTISTS DURING RENAISSANCE The beginning of the great Florentine school of painting came in the middle Ages.Leonardo dad Vinci 0 Michelangelo The climax of late 1 5th-century painting came in the work of Leonardo dad Vinci (1452-1519). Leonardo studied painting in Florence, but he spent much of his life working in Milan. The last few years of his life were spent in France in the service of King Francis l. Leonardo is the perfect example of the â€Å"Renaissance man† because he was interested in and well informed about a great many subjects: literature, science, thematic, art–almost everything about man and nature. Like many artists of the time, he was a sculptor and an architect as wel l as a painter.His paintings, particularly The Last Supper, the Mona Lisa, and The Madonna of the Rocks, have made him famous. The unique way he handled light and shadow is his most unusual characteristic. Leonardo remarkable ability to grasp and express the mysteries of man and nature made him one of the greatest of all painters. He worked on the painting OF THE LAST SUPER from about 1495 to 1497. When compared to previous paintings of the same subject, its originality becomes evident. All extras have been eliminated; the distant landscape, seen through the windows, increases rather than distracts from the main subject.There are no human figures other than Jesus and his disciples. All are placed on one side of a long table; earlier artists had placed Judas across the table from the rest. To give dynamic character to a scene pictured in standing terms, Leonardo chose the moment when Jesus announced one of the disciples would betray him. This terrible declaration sends a shock wave o f feeling through the twelve. Each is clearly differentiated from the others in the attitude and sutures with which he reacts to the Master's words, and yet all form a unity. The twelve are divided into four groups of three, each group having its own distinct character.In the center is Jesus, whose posture forms a triangle, a form on which Leonardo paintings were normally based. Jesus is serene and unmoved by the effect of his words. These are the qualities of the High Renaissance style: simplicity; austere rejection of the incidental and the merely pretty; nobility and grandeur in the figures involved in actions of depth and significance. Michelangelo One of the greatest 16th-century artists was Michelangelo Bonaparte (1475-1564). In sculpture, architecture, and painting he was so outstanding that he was called divine.He became fascinated with the problems of representing the human body, and he devoted himself completely to mastering them. In 1505 Michelangelo was called by Pope Ju lius II to Rome, where he was assigned to work on a number of projects. The most important were: The Pope's tomb, The decoration of the ceiling of the Sistine Chapel in the Vatican The new basilica of SST. Pewter's The Sistine ceiling, which took 4 years to paint under difficult conditions, is composed of hundreds of figures from the Old Testament. In all his representations of the human figure, whether in sculpture or in painting, Michelangelo strove to make them monuments.With the art of Michelangelo the High Renaissance came to its climax. His work, in fact, betrayed signs of a changing attitude in the art of the day. The twisted, tortured figures and the compressed space of his painting of The Last Judgment. Influence of Renaissance on Venice and Northern Italy Venice was the most important northern Italian city of the Renaissance. The Venetians lived a happy and luxurious life. Enjoying the benefits of an active trade tit the east, they imported silks, Jewels, slaves, and exoti c foods. Close connections with Eastern art and a naturally colorful location inspired the Venetian painters to use bright color.They were influenced by the new â€Å"scientific† developments in Florentine art. But their use of anatomy and perspective was combined with their love of color and pageantry. One of the most important north Italian painters was Andrea Antenna (1431-1506). Born in Pads, a city not far from Venice, Antenna introduced many Florentine characteristics into north Italian painting. He particularly admired the realism of Tangelo's sculptures, and like Donated, he studied ancient Roman art. He used perspective to create the effect of a stage on which his figures perform.The greatest of the 1 5th-century Venetian painters was Giovanni Beeline Antenna's friendship with Beeline had a direct influence on Venetian painting. Bellini's rich, mellow color and warm lighting bring out the human qualities of his serene Madonna and saints. He was one of the first Itali ans to use oil paint on canvas. Two of Giovanni Bellini's pupils became the most outstanding Venetian painters of the High Renaissance. They were Giorgio and Titian. Goriness's colorful and poetic pictures attracted a large following of artists known as Egregiousness painters.Titian began as a Egregiousness painter but developed far beyond this style. He achieved such mastery in the handling of bright, warm color that he was considered to be the equal of Michelangelo. In his late works figures and objects melt into a glow of light and color–a treatment of painting that seems very modern. Renaissance in the North Oil painting had become popular in Venice by the end of the 15th century. The Venetians learned a great deal from Flemish artists. The Flemish painter Jan van is often given the credit for developing an important oil technique.The Flemish and German styles of the early 1 5th century were completely different from the early Renaissance style of the Florentine. Instead of simple geometric arrangements of three-dimensional figures, as in Mosaic's paintings, the northern Europeans aimed at creating realistic pictures by rendering countless details–intricate floor patterns, drapery designs, and miniature landscapes. This complex style of the north did not develop from a humanistic classical art but from the Gothic tradition of mysticism and tortured realism. Flemish Painting Van Cock's Madonna painted in 1436, is an excellent example of Flemish realism.All the details of the room–the patterned carpet, the armor of Saint George, and the architecture–make this picture seem very real. There is no sign of the Italian sense of beauty here: the figures are not idealized. In the faces of the people can be seen the wrinkles and imperfections of real life. One of the best-known Flemish artists of the second half of the 1 5th century was Hugo van deer Goes. When the Florentine painters saw Hog's work, they were impressed by its lifelike qu ality. This Flemish influence can be seen in later Florentine nettings.Gradually the hard outlines of the Flemish style became softer because of Italian influences, and by the middle of the 16th century the ideas of the Renaissance had been absorbed into Flemish art. German Painting The German artist Albrecht Udder went to Italy, where he was impressed by the countryside and by the art he saw. While in Venice, he came to know and admire Giovanni Beeline. Beeline, in turn, admired Udder's work. Udder had been trained in the Gothic tradition of German art. He had learned to imitate nature accurately and painstakingly. He was a master in the use of sensitive line in drawings, woodcuts, engravings, and paintings.The End of the Renaissance During the second quarter of the 16th century, mannerism began to take hold in European art. This was the first truly international European style. Renaissance art had been typically Italian in style, but mannerism developed throughout Europe and combi ned many traditions. The art of northern painters such as Pitter Burgher the Elder and Udder can be considered part of this school. So can the work of Michelangelo and Tinderbox and many other 16th-century Italian artists. The work of the French painters of Fontainebleau and that of El Greece in Spain is also part of the mannerist style.Mannerism was both a reaction against and an outgrowth of the High Renaissance. It was typified by abnormally lengthened or distorted figures and the replacement of perspective with a flatter and less organized type of space. By the end of the 16th century the High Renaissance in Italy had given way to late mannerism and the early baroque. But the discoveries and ideals of the Renaissance remained as a permanent heritage to all artists who came afterward. The most important contribution of the Renaissance was its vision of man as beautiful, noble, and independent.

Un-Answered Issues With Good Topics to Write an Essay on Uncovered

Un-Answered Issues With Good Topics to Write an Essay on Uncovered What to Expect From Good Topics to Write an Essay on? You'll end up lost without having the capability to make an argument and develop it correctly. Furthermore, you shouldn't spend such a thing till you get an essay that fits all of your valuable needs! For this reason, you shouldn't avoid a bit of controversy. For instance, you can write about something that personally affects you or somebody you know. Obviously you cannot define everything. When you're writing about yourself, make certain that you include words that explain the emotions you're feeling at various sections of the story. Pick a prompt at random from above, or select a topic which you think will be hard that you detach from (because you're going to want to write about the subject, instead of the argument) set timer to 50 minutes and compose the essay. 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