California – The Best Center For Careers in Teaching

Over the past few years, the teaching career has become one of the major and most preferred professions in the United States. Many educational institutions and experts predict that in next few years the education industry will need to hire two million new teachers. Today it will not be wrong to state that the industry has gained great importance and was responsible for generating jobs for millions of people in the United States. If we carefully look at the present circumstances of the teacher ratio in various states of the United States, California ranks at the top level. The California's teacher work is the largest in the country, with more than 300,000 public school teachers serving a student population of over 6 million. In fact, California is one of the few states in the United States where teaching is one of the fastest growing careers.

Over the next decade, it is also estimated that public schools in the California will require hiring 195,000 teachers more. Rising student enrollment and an increase in the number of teachers retiring are few factors that have contributed to the growing demand for teachers. Although the state excels in agriculture, manufacturing, aerospace and entertainment, but this "land of golden opportunities" promises to be the most rewarding employment destination for teachers.

The state even offers several opportunities for teachers to find well-paying and satisfying jobs. In addition to this, the state even offers its teachers the highest salies in the nation. The teaching salies in this state have proven to be highly competitive with other professions requiring similar levels of education. According to the recent analysis done by the US Bureau of Labor Statistics, the state's $ 60,426 average elementary to secondary teacher salary is one of the highest in the nation. The following breakdown may further aggravate the salaries range, a teacher can earn in this state:

  • Elementary teacher salary: $ 58,850
  • Middle school teacher salary: $ 60,820
  • Secondary teacher salary: $ 61,970
  • Special education teacher salary: $ 60,306

This career even offers some additional benefits that may come along with being a teacher in any California school. These days many universities have programs that make it easy for teachers to get additional training and certification and the state holds teacher quality as a big factor in the overall effectiveness of their educational system. California teachers enjoy special incentives including bonuses, mortgage assistance and tax breaks. However, it is important to understand that like most states, the number of years of experience and the level of education can have a big impact on the salary of teachers in California as well.

If you are a teacher who likes the idea of ​​year-round sunshine, consider a teacher career in California. Although the employment outlook for teaching largely depends on one's experience, but if you are experienced in a subject that is previously understaffed, the probability of securing a well-paying job or participating in incentive programs can be very good in this state.

Spring Maintenance Checklist

Gutters and downspouts: Pull leaves and debris from gutters and downspouts. Reattach gutters that have pelled away from the house. Run a hose on the roof and check for proper drain. If leaks exist, dry the area and use caulking or epoxy to seal the leak.

Siding: Clean siding with a pressure washer to keep mold from growing. Check all wood surfaces for weathering and paint failure. If wood is showing through, sand the immediate area and apply a primer coat before painting. If paint is peeling, scrape loose paint and sand smooth before painting.

Exterior caulking: Inspect caulking and replace if deteriorating. Scrape out all of the eroding caulk and recaulk needed area.

Window sills, door sills, and thresholds: Fill cracks, caulk edges, repaint or replace if necessary.

Window and door screens: Clean screening and check for holes. If holes are bigger than a quarter, that is plenty of room for bugs to climb in. Patch holes or replace the screen. Save bad screen to patch holes next year. Tighten or repair any loose or damaged frames and repaint. Replace broken, worn, or missing hardware. Wind can ruin screens and frames if they are allowed flap and move so make sure they are securely fastened. Tighten and lubricate door hinges and closers.

Drain waste and vent system: Flush out system.

Hot water heater: Lubricate circulating pump and motor

Evaporative air conditioner: Clean unit, check belt tension and adjust if needed. Replace cracked or worn belt.

Heat pump: Lubricate blower motor.

Foundation: Check foundation walls, floors, concrete, and masonry for cracking, heaving, or deterioration. If a significant number of bricks are losing their mortar, call a professional. If you can slide a nickel into a crack in your concrete floor, slab or foundation call a professional immediately.

Roof: Inspect roof surface flashing, eaves, and soffits. Check flashings around all surface projections and sidewalls.

Deck and porches: Check all decks, patios, porches, stairs, and railings for loose members and deterioration. Open decks and wood wings need to be treated every 4-6 years, depending on how much exposure they get to sun and rain. If the stain does not look like it should or water has turned some of the wood a dark gray, hire a professional to treat your deck and fence.

Landscape: This is a natural for spring home maintenance. Cut back and trim all vegetation and overgrown bushhes from structures. Limbs and leaves can cut into your home's paint and force you to have that side of the house repaired. A little trimming can save a lot of money and time.

Sprinklers: Check lawn sprinkler system for leaky valves, exposed lines, and improperly working sprinkler heads. If there is an area of ​​your yard that collects too much water or does not get enough, run the sprinklers to figure out the problem. If it's not something you can fix yourself, call a professional before your lawn needs the water.

Do Alt and Title Attributes Help With SEO?

A highly talked about topic is the SEO world is, “Do Alt and Title Attributes Help with SEO?” Well to help shed a little light on this topic, I did some research and came up with a few good conclusions. I’m not suggesting these are 100% accurate but from my initial research they seem to be right on target. I welcome all other SEO experts to share their opinions on this topic by posting their comments – because as we all know, every little bit of information can help us all.

Well to start, I want to provide a brief introduction of each attribute to help you understand their “intended” purpose.

The alt attribute is, popularly and incorrectly referred to as an alt tag and is commonly misunderstood to provide a tool-tip for an image. Both of these are incorrect. First of all, the alt attribute is an attribute and not a tag. The alt attribute was always intended to provide alternative information about an element and is generally required for image and image maps and is not meant to be used to display a tool-tip. The alt attribute, can be used for the img, area, and input elements to help provide alternative information to users who cannot display that element in their browser. As an example, here is how you would define an alt attribute for an image: <img src=”imagepath.gif” alt=”this is our company logo”>. If the image is not displayed the text, “this is our company logo” will be displayed in the place of the image.

The title attribute, on the other hand, is meant to provide additional information about an element, which is displayed as a tool-tip by most graphical browsers. The title attribute can be used to describe any HTML element except for base, basefont, head, html, meta, param, script, and title.

An excellent use for the title attribute is to provide descriptive text within an anchor tag to let the users know where the link will direct them if they click on it. When the user places their mouse over the link, it will display a small tool-tip displaying the title text that you’ve provided. An example would be

So as you can see the alt and title attributes have different purposes but how do they affect SEO? This is the true question we all want to know and understand. Do they help with SEO or are they simply ignored by the search engines? I tested several different scenarios, all in Google, and after my research I’ve come to the following conclusions.

Alt attributes seem to be picked up by Google, whether or not there was a link within that element. Some SEO experts have mentioned that if there is no link, then the alt attribute would not be indexed… from my research I’ve found this to be false.

Going further, I noticed in one testing scenario, if there was an image with an alt attribute and a link to a completely other site, that other site was also indexed by Google when searching for the text within the alt attribute. It was difficult for me to verify this multiple times but I definitely verified it in one testing scenario.

I also took this one step further and analyzed my results with what Google Images was displaying. I immediately noticed that Google sometimes takes the alt attribute text and provides this text as the description for the image in Google Images, something that is very valuable to know and understand when doing SEO for your website.

In all of my testing scenarios, the title attribute do not seem to be picked up by Google and adding a link to that element did not seem to affect this result at all. If you really think about it, this makes complete sense. Since you can place title attributes in almost every element of a website, it would be very easy for a user to affect the search engines by keyword stuffing throughout their web pages, something that Google and the other major players do not want, hence why title attributes do not help with SEO.

In my opinion, you should use the title attribute to help with your user’s experience and not with SEO. Since tool-tips provide more useful information to the user about images, links, fields and much more, you will help your users to understand what is happening around the web page.

So from my testing I’ve determined that a title attribute is meant to provide tool-tips to the user for user experience, whereas the alt attribute is helpful in terms of providing alternative information to the user when their browser cannot display an image or input element and helping to increase the SEO of a website. My recommendation is to pay close attention to when, where and how you are using your alt attributes. If they help with SEO, then you should pay close attention to what you are adding.

When adding images always be sure to add an alt attribute to the code of each image. If you do not have one, then just specify a blank one, such as alt=”". Also, be sure to add alternative text that is relevant to that image, the content on that page and be sure not to specify an alt attribute greater than 100 characters in length, as this may be perceived as spamming.

I hope you find my brief overview on the topic of, “Do Alt and Title Attributes Help with SEO?” to be beneficial for you and your business. I’m sure one could dive deep into this topic, spending weeks determining the differences between how Google, Yahoo! and the other major search engines handle title and alt attributes with regards to SEO for a website.

I welcome all comments and/or feedback.

The Car Rental Industry

Market Overview

The car rental industry is a multi-billion dollar sector of the US economy. The US segment of the industry averages about $18.5 billion in revenue a year. Today, there are approximately 1.9 million rental vehicles that service the US segment of the market. In addition, there are many rental agencies besides the industry leaders that subdivide the total revenue, namely Dollar Thrifty, Budget and Vanguard. Unlike other mature service industries, the rental car industry is highly consolidated which naturally puts potential new comers at a cost-disadvantage since they face high input costs with reduced possibility of economies of scale. Moreover, most of the profit is generated by a few firms including Enterprise, Hertz and Avis. For the fiscal year of 2004, Enterprise generated $7.4 billion in total revenue. Hertz came in second position with about $5.2 billion and Avis with $2.97 in revenue.

Level of Integration

The rental car industry faces a completely different environment than it did five years ago. According to Business Travel News, vehicles are being rented until they have accumulated 20,000 to 30,000 miles until they are relegated to the used car industry whereas the turn-around mileage was 12,000 to 15,000 miles five years ago. Because of slow industry growth and narrow profit margin, there is no imminent threat to backward integration within the industry. In fact, among the industry players only Hertz is vertically integrated through Ford.

Scope of Competition

There are many factors that shape the competitive landscape of the car rental industry. Competition comes from two main sources throughout the chain. On the vacation consumer’s end of the spectrum, competition is fierce not only because the market is saturated and well guarded by industry leader Enterprise, but competitors operate at a cost disadvantage along with smaller market shares since Enterprise has established a network of dealers over 90 percent the leisure segment. On the corporate segment, on the other hand, competition is very strong at the airports since that segment is under tight supervision by Hertz. Because the industry underwent a massive economic downfall in recent years, it has upgraded the scale of competition within most of the companies that survived. Competitively speaking, the rental car industry is a war-zone as most rental agencies including Enterprise, Hertz and Avis among the major players engage in a battle of the fittest.

Growth

Over the past five years, most firms have been working towards enhancing their fleet sizes and increasing the level of profitability. Enterprise currently the company with the largest fleet in the US has added 75,000 vehicles to its fleet since 2002 which help increase its number of facilities to 170 at the airports. Hertz, on the other hand, has added 25,000 vehicles and broadened its international presence in 150 counties as opposed to 140 in 2002. In addition, Avis has increased its fleet from 210,000 in 2002 to 220,000 despite recent economic adversities. Over the years following the economic downturn, although most companies throughout the industry were struggling, Enterprise among the industry leaders had been growing steadily. For example, annual sales reached $6.3 in 2001, $6.5 in 2002, $6.9 in 2003 and $7.4 billion in 2004 which translated into a growth rate of 7.2 percent a year for the past four years. Since 2002, the industry has started to regain its footing in the sector as overall sales grew from $17.9 billion to $18.2 billion in 2003. According to industry analysts, the better days of the rental car industry have yet to come. Over the course of the next several years, the industry is expected to experience accelerated growth valued at $20.89 billion each year following 2008 “which equates to a CAGR of 2.7 % [increase] in the 2003-2008 period.”

Distribution

Over the past few years the rental car industry has made a great deal of progress to facilitate it distribution processes. Today, there are approximately 19,000 rental locations yielding about 1.9 million rental cars in the US. Because of the increasingly abundant number of car rental locations in the US, strategic and tactical approaches are taken into account in order to insure proper distribution throughout the industry. Distribution takes place within two interrelated segments. On the corporate market, the cars are distributed to airports and hotel surroundings. On the leisure segment, on the other hand, cars are distributed to agency owned facilities that are conveniently located within most major roads and metropolitan areas.

In the past, managers of rental car companies used to rely on gut-feelings or intuitive guesses to make decisions about how many cars to have in a particular fleet or the utilization level and performance standards of keeping certain cars in one fleet. With that methodology, it was very difficult to maintain a level of balance that would satisfy consumer demand and the desired level of profitability. The distribution process is fairly simple throughout the industry. To begin with, managers must determine the number of cars that must be on inventory on a daily basis. Because a very noticeable problem arises when too many or not enough cars are available, most car rental companies including Hertz, Enterprise and Avis, use a “pool” which is a group of independent rental facilities that share a fleet of vehicles. Basically, with the pools in place, rental locations operate more efficiently since they reduce the risk of low inventory if not eliminate rental car shortages.

Market Segmentation

Most companies throughout the chain make a profit based of the type of cars that are rented. The rental cars are categorized into economy, compact, intermediate, premium and luxury. Among the five categories, the economy sector yields the most profit. For instance, the economy segment by itself is responsible for 37.7 percent of the total market revenue in 2004. In addition, the compact segment accounted for 32.3 percent of overall revenue. The rest of the other categories covers the remaining 30 percent for the US segment.

Historical Levels of Profitability

The overall profitability of the car rental industry has been shrinking in recent years. Over the past five years, the industry has been struggling just like the rest of the travel industry. In fact, between the years 2001 and 2003 the US market has experienced a moderate reduction in the level of profitability. Specifically, revenue fell from $19.4 billion in 2000 to $18.2 billion in 2001. Subsequently, the overall industry revenue eroded further to $17.9 billion in 2002; an amount that is minimally higher than $17.7 billion which is the overall revenue for the year 1999. In 2003, the industry experienced a barely noticeable increase which brought profit to $18.2 billion. As a result of the economic downturn in recent years, some of the smaller players that were highly dependent on the airline industry have done a great deal of strategy realignments as a way of preparing their companies to cope with eventual economic adversities that may surround the industry. For the year 2004, on the other hand, the economic situation of most firms have gradually improved throughout the industry since most rental agencies have returned far greater profits relative to the anterior years. For instance, Enterprise realized revenues of $7.4 billion; Hertz returned revenues of $5.2 billion and Avis with $2.9 billion in revenue for the fiscal year of 2004. According to industry analysts, the rental car industry is expected to experience steady growth of 2.6 percent in revenue over the next several years which translates into an increase in profit.

Competitive Rivalry Among Sellers

There are many factors that drive competition within the car rental industry. Over the past few years, broadening fleet sizes and increasing profitability has been the focus of most companies within the car rental industry. Enterprise, Hertz and Avis among the leaders have been growing both in sales and fleet sizes. In addition, competition intensifies as firms are constantly trying to improve their current conditions and offer more to consumers. Enterprise has nearly doubled its fleet size since 1993 to approximately 600,000 cars today. Because the industry operates on such narrow profit margins, price competition is not a factor; however, most companies are actively involved in creating values and providing a range of amenities from technological gadgets to even free rental to satisfy customers. Hertz, for example, integrates its Never-Lost GPS system within its cars. Enterprise, on the other hand, uses sophisticated yield management software to manage its fleets.

Finally, Avis uses its OnStar and Skynet system to better serve the consumer base and offers free weekend rental if a customer rents a car for five consecutive days Moreover, the consumer base of the rental car industry has relatively low to no switching cost. Conversely, rental agencies face high fixed operating costs including property rental, insurance and maintenance. Consequently, rental agencies are sensitively pricing there rental cars just to recover operating costs and adequately meet their customers demands. Furthermore, because the industry experienced slow growth in recent years due to economic stagnation that resulted in a massive decline in both corporate travel and the leisure sector, most companies including the industry leaders are aggressively trying to reposition their firms by gradually lessening the dependency level on the airline industry and regaining their footing in the leisure competitive arena.

The Potential Entry of new Competitors

Entering the car rental industry puts new comers at a serious disadvantage. Over the past few years following the economic downturn of 2001, most major rental companies have started increasing their market shares in the vacation sector of the industry as a way of insuring stability and lowering the level of dependency between the airline and the car rental industry. While this trend has engendered long term success for the existing firms, it has heightened the competitive landscape for new comers. Because of the severity of competition, existing firms such as Enterprise, Hertz and Avis carefully monitor their competitive radars to anticipate Sharpe retaliatory strikes against new entrants. Another barrier to entry is created because of the saturation level of the industry.

For example, Enterprise has taken the first mover advantage with its 6000 facilities by saturating the leisure segment thereby placing not only high restrictions on the most common distribution channels, but also high resource requirements for new firms. Today, Enterprise has a rental location within 15 miles of 90 percent of the US population. Because of the network of dealers Enterprise has established around the nation, it has become relatively stable, more recession proof and most importantly, less reliant on the airline industry compared to its competitors. Hertz, on the other hand, is utilizing the full spectrum of its 7200 stores to secure its position in the marketplace. Basically, the emergence of most of the industry leaders into the leisure market not only drives rivalry, but also it varies directly with the level of complexity of entering the car rental industry.

The Threat of Substitute

There are many substitutes available for the car rental industry. From a technological standpoint, renting a car to go the distance for a meeting is a less attractive alternative as opposed to video conferencing, virtual teams and collaboration software with which a company can immediately setup a meeting with its employees from anywhere around the world at a cheaper cost. In addition, there are other alternatives including taking a cab which is a satisfactory substitute relative to quality and switching cost, but it may not be as attractively priced as a rental car for the course of a day or more. While public transportation is the most cost efficient of the alternatives, it is more costly in terms of the process and time it takes to reach one’s destination. Finally, because flying offers convenience, speed and performance, it is a very enticing substitute; however, it is an unattractive alternative in terms of price relative to renting a car. On the business segment, car rental agencies have more protection against substitutes since many companies have implemented travel policies that establish the parameters of when renting a car or using a substitute is the best course of action.

According to Tracy Esch, an Advantage director of marketing operations, her company rents cars up to a 200-mile trip before considering an alternative. Basically, the threat of substitute is reasonably low in the car rental industry since the effects the substitute products have do not pose a significant threat of profit erosion throughout the industry.

The Bargaining Power of Suppliers

Supplier power is low in the car rental industry. Because of the availability of substitutes and the level of competition, suppliers do not have a great deal of influence in the terms and conditions of supplying the rental cars. Because the rental cars are usually purchased in bulk, rental car agents have significant influence over the terms of the sale since they possess the ability to play one supplier against another to lower the sales price. Another factor that reduces supplier power is the absence of switching cost. That is, buyers are not affected from purchasing from one supplier over another and most importantly, changing to different supplier’s products is barely noticeable and does not affect consumer’s rental choices.

The Bargaining Power of Buyers

While the leisure sector has little or no power, the business segment possesses a significant amount of influence in the car rental industry. An interesting trend that is currently underway throughout the industry is forcing car rental companies to adapt to the needs of corporate travelers. This trend significantly reduces supplier power or the rental firms’ power and increases corporate buyer power since the business segment is excruciatingly price sensitive, well informed about the industry’s price structure, purchase in larger quantities and they use the internet to force lower prices. Vacation buyers, on the other hand, have less influence over the rental terms. Because vacationers are usually less price sensitive, purchase in lesser amounts or purchase more infrequently, they have weak bargaining power.

Five Forces

Today the car rental industry is facing a completely different environment than it did five years ago. Competitively speaking, the revolution of the five forces around the car rental industry exerts some strong economic pressure that has significantly tarnished the competitive attractiveness of the industry. As a result of the economic downturn in recent years, many companies went under namely Budget and the Vanguard Group because their business infrastructure succumbed to the untenability of the competitive environment. Today, very few firms including Enterprise, Hertz and Avis return a slightly above-average revenue compared to the rest of the industry. Realistically speaking, the car rental sector is not a very attractive industry because of the level of competition, the barriers to entry and the competitive pressure from the substitute firms.

Strategic Group Mapping

As a moderately concentrated sector, there is a clear hierarchy in the car rental industry. From an economic standpoint, disparities exist from a number of dimensions including revenue, fleet size and the market size each firm holds in the market place. For instance, Enterprise dominates the industry with a fleet size of approximately 600,000 vehicles along with its market size and its level of profitability. Hertz comes in second position with its number of market shares and fleet volume. In addition, Avis ranks third on the map. Avis is among one of the companies that is having issues recovering its revenue margins from prior to the economic downturn. For instance, in 2000 Avis returned revenues of approximately $4.23 billion. Over the course of the next several years following 2000, the revenue of Avis has been significantly lower than that of 2000. As a way of reducing uncertainty most companies are gradually lessening the level of dependency on the airline industry and emerging the leisure market. This trend may not be in the best interest of Hertz since its business strategy is intricately linked to the airports.

Key Success Factors

There are many key success factors that drive profitability throughout the car rental industry. Capacity utilization is one of the factors that determines success in the industry. Because rental firms experience loss of revenue when there are either too few or too many cars sitting in their lots, it is of paramount importance to efficiently manage the fleets. This success factor represents a big strength for the industry since it lowers if not completely eliminates the possibly of running short on rental cars. Efficient distribution is another factor that keeps the industry profitable. Despite the positive relationship between fleet sizes and the level of profitability, firms are constantly growing their fleet sizes because of the competitive forces that surround the industry. In addition, convenience is one of the crucial attributes by which consumers select rental firms. That is, car rental consumers are more prone to renting cars from firms that have convenient rental and drop off locations. Another key success factor that is common among competing firms is the integration of technology in their business processes. Through technology, for instance, the car rental companies create ways to meet consumer demand by making renting a car a very agreeable ordeal by adding the convenience of online rental among other alternatives. Furthermore, firms have integrated navigation systems along with roadside assistance to offer customers the piece of mind when renting cars.

Industry Attractiveness

There are many factors that impact the attractiveness of the car rental industry. Because the industry is moderately concentrated, it puts new market entrants at a disadvantage. That is, its low concentration represents a natural barrier to entering the industry as it allows existing firm to anticipate sharp retaliations against new entrants. Because of the risks associated with entering the industry among other factors, it is not a very attractive sector of the marketplace. From a competitive standpoint, the leisure market is 90 percent saturated because of the active efforts of Enterprise to dominate this sector of the market. On the other hand, the airport terminals are heavily guarded by Hertz. Realistically speaking, entry in the industry offers low profitability relative to the costs and risks associated. For most consumers, the main determining factors of choosing one company over another are price and convenience. Because of this reason, rental firms are very circumspect about setting their rates and that generally force even the industry major players in the position of offering more to the consumers for less just to remain competitive. Hertz, for example, offers wireless internet to its customers just to add more convenience to their travel plans. Avis on the other hand, offers free weekend specials if a customer rents a car for five consecutive weekdays. Based on the impact of the five forces, the car rental sector is not a very attractive industry to potential new market entrants.

Conclusion

The rental car industry is in a state of recovery. Although it may seem like the industry is performing well financially, it is nonetheless gradually regaining its footing relative to its actual economic position within the last five years. As a way of insuring profitability, besides seeking market shares and stability, most companies throughout the chain have a common goal that deals with lowering the level of dependency on the airline industry and moving toward the leisure segment. This state of motion has engendered some fierce competition among industry competitors as they attempt to defend their market shares. From a futuristic perspective, the better days of the car rental industry have yet to come. As the level of profitability increases, I believe that most of the industry leaders including Enterprise, Hertz and Avis will be bounded by the economic and competitive barriers of mobility of their strategic groups and new comers will have a better chance of infiltrating and realizing success in the car rental industry.

Sources

“Passenger Car Rental.” Encyclopedia of Global Industries. Dec. 2004. Gale group. 02 Feb 2005. http://galenet.galegroup.com.ucfproxy.fcla.edu/servlet/BCRC.

“Car & Truck Rental.” Hoover’s AB&D Company. Jan. 2005 . Hoovers. 04 Feb 2005. http://premium.hoovers.com.ucfproxy.fcla.edu/subscribe/ind/factsheet.xhtm. “

Rental car foes war on each other’s turf.” The Associate Press. Fall 2004. The Enquirer. 08 March 2005. http://www.enquirer.com/editions/2004/10/11/biz_rentalcars111.html.

“United States – Car Rental.” Data Monitor Industry Market Research. Nov. 2004. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu/sessions?products=BNI.

“A synthesis of tactical fleet planning models for the car rental industry.” IIE Transactions. Sept. 2003. Gale. 12 March 2005. [http://www.fleet-central.com/arn/01stat3.cfm].

“Corporate travel plans moving to Web.” Crain’s Chicago Business. Apr. 2001. ProQuest. 12 March 2005. http://www.proquest.com.ucfproxy.fcla.edu.

“Tracy Esch.” “Car rental market leaders make rebound .” Business Travel News. May 2002. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Avis Equips Rental Car with Satcomms 1999.” Newsbytes News Network. Oct. 1999. Gale. 12 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Car Rental In the United States.” Data Monitor Industry Market Research. Nov. 2004 . Gale. 13 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Global – Car Rental.” Data Monitor Industry Market Research. Nov. 2004 . Gale. 13 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Corporate and Travel Trends.” Travel Trade Gazette. Nov. 2003 . ProQuest. 14 March 2005. http://www.proquest.com.ucfproxy.fcla.edu.

“Car rental market leaders make rebound.” Business Travel News. May. 2002 . Gale. 14 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Car rental market leaders make rebound.” Business Travel News. May. 2002 . Gale. 14 March 2005. http://search.rdsinc.com.ucfproxy.fcla.edu.

“Ovation Travel.” Wall Street Transcript. May. 2002 . LexisNexis. 14 March 2004. http://www.lexisnexis.com.ucfproxy.fcla.edu/cis.

“Avis Offers New Deal for Free Weekends.” Newswire. Feb. 2004 . LexisNexis. 15 March 2004. http://www.lexisnexis.com.ucfproxy.fcla.edu/cis.