Brand Positioning Strategy Summary Report Thebe Ikalafeng Group MD The Brand Leadership Group 25 October 2007 Contents 1. 2. 3. 4. BRIEF APPROACH SUMMARY INSIGHTS & BEST PRACTICE POSITIONING THE GAUTRAIN BRAND 5.1. BRAND ESSENCE 5.2. BRAND BLUEPRINT 5.3. BRAND ARCHITECTURE 5. 6. ACTIVATING THE BRAND ACROSS PHASES NEXT STEPS The Brief Develop an integrated project overarching brand proposition: what the Gautrain brand stands for‚ what it does
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Covering an area of 13 square kilometres‚ Changi Airport is a major Asian aviation hub and the main airport in Singapore. Located in Changi‚ it is about 17.2 kilometres north east from the commercial site. Changi Airport is served by 80 airlines with over 400‚000 flights a year connecting to more than 180 cities in 59 countries‚ handling 37.7 million passengers and ranking 19th busiest airport in the world. The airport is expecting to handle a total of 50milllion by 2012. It is operated by the
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Setting up a new product at AirBaltic | Business Administration course work | | Laura Pärnasalu 2v1 | | April 2010 Table of Contents Introduction 2 Setting up a new product 3 Identifying and analyzing the gap for new business 3 Scanning for opportunity 5 Positioning the new venture 6 Analyzing the opportunity 8 Gaining commitment 9 Sustaining competitiveness 10 Air transport in tourism industry 11 AirBaltic introduction 12 History 12 Current AirBaltic fleet
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Launched in 1979‚ Srilankan is currently expanding and further diversifying its wide range of products and services in order to drive the country’s ongoing boom in tourism and economic development. The airline’s hub is located at Bandaranaike International Airport in Colombo‚ providing convenient connections to its global route network of 62 destinations in 34 countries in Europe‚ the Middle East‚ South Asia‚ Southeast Asia‚ the Far East‚ North America‚ Australia and Africa. Srilankan Airlines is
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Information about two (2) accommodations (One per city) Copies of each accommodation (In English‚ printed from the Internet‚ two (2) copies total) Three (3) activities per city (6 activities total) Transportation information for your trip (To airport‚ to accommodations‚ between cities‚ within cities‚ etc.) Food and Drink Information (3 foods‚ 3 drinks) Shopping Information Communication Information Weather Information Luggage Information Country To which country will you travel
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NSST - NSST | 0.00 INR | 0.00 INR | Bag Allowance: ADT 20kgs/CHD 20kgs/INF 10kgs | W - WOW - ECONOMY - CHANGE &CANCELLATION FEES APPLY | 5‚000.00 INR | 5‚000.00 INR | | WFEE - Web Consumer Fee | 150.00 INR | 150.00 INR | | TAX - Airport Tax (Passenger Service Fee) - IXE | 233.00 INR | 233.00 INR | | FUEL - Fuel Surcharge - IXE | 2‚860.00 INR | 2‚860.00 INR | | TAX - Development Charge - IXE | 300.00 INR | 300.00 INR | | TAX - Govt. Service Tax - IXE | 403.43 INR |
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Kingfisher Airlines Limited Executive summary This report provides you an analysis and evaluation of the current and prospective problem‚ which is making Kingfisher Airline Limited in losses from last few month. Through the help of asking questions to frequent flyers and stake holders this survey conducted. Results of data analysed from the public show’s that the services which provides Kingfisher Airline limited to their passengers is not enough and the fares of it is so expensive compare to
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RMIT UNIVERSITY Organisational structural analysis Case study : SriLankan Airlines AERO2049 – Managing the Engineering Environment Glenn Baxter Adhil Harris S3161420 Organisational structural analysis is the examination of the components of an organisation‚ in order to determine each components relationship and their relative importance to achieving an organisation’s goals[1]. SriLankan Airlines is an award winning airline which has risen to become one of the best airlines in the Asian subcontinent
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method will be employed in this study for data analysis. Introduction Biman Bangladesh Airlines (BBA) is the national airline of Bangladesh‚ based at Zia International Airport in Dhaka. It provides domestic as well as international service to Asia and Europe‚ but derives most of its revenue from flights to Osmani International Airport Sylhet. It has Air Service Agreements with 42 countries; it maintains flights to 18. Until July 2007 the airline was owned by the Government of Bangladesh; on
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Strategic Management Assignment on "Low-Cost Carriers in India - Spice Jet’s Perspective" Q1. How did the concept of LCC emerge in India? Which factors encouraged the growth of LCCs? Ans. After the liberalization policy which was introduced in 1991 the Indian market witnessed the entry of privately owned airlines and LCC. By march 1994‚ the government had approved six private carriers. However‚ by 1998 many of these airlines failed. In this closure game‚ a total of IMR 10 billion of capital was
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