Executive Summary The HNA group re-launched its commercial carriers under a new entity: Grand China Air; their strategy was to create a brand where its four major airlines (Hainan‚ Shanxi‚ Xinhua‚ and Chang’an airlines can compete globally. They have delivered very good financial returns and have expanded throughout the Chinese market in a relative short period of time. HNA is not a governments entity. this allowed them to expand very rapidly by increase the size of its equity from stock markets
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HNA group’s five blocks of business are all interrelated around the airline industry and tourism space. All business blocks compliment each other and are instrumental toward HNA group’s achieving success in the “soaring plan”‚ going forward. The strategic organization of the HNA group in terms of visible resources‚ organizational resources‚ financial resources and human resources allow it to synergize across its business blocks and derive profitability which is higher than individual players in each
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Air Transport - Passenger Sujan Bharati (student # ) University of Ballarat Professor 05/01/2013 Air Transport - Passenger In the early 1900’s‚ Wilbur and Orville Wright brothers had a vision to fly one day and dream of building a full size flying machine. On December 17‚ 1903 they reached their goal and flew for the first time in Kitty Hawk sand dunes of North Carolina. This was not the first time they tested their invention though‚ they had several attempts before-hand. Their obsession
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Air Transport Industry in Hong Kong Overview As one of the regional hubs for Asia‚ Hong Kong is connected with most urban centres in Asia and half of the world’s population within 5 hours of flight time. Currently‚ more than 100 airlines operate about 1‚000 flights daily‚ linking the Hong Kong International Airport (HKIA) to about 180 destinations worldwide including 48 cities on the Chinese mainland. Handling 56.5 million passengers and 4.03 million tonnes of cargo and in 2012‚ HKIA was Asia’s
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HNA Case Study 1. What contributed to HNA’s success in the China Airline Industry? 1. China’s prosperous market conditions Rising middle class (rising per capita income) Entry into WTO growth in imports and exports Migration of rural population into urban cities Influx of foreign investment 2. Deregulation of civil aviation market 3. Strategic Decisions: Unconventional approach for a regional start up airline – chose to compete as a trunk line feeder Development of feeder routes in Western
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The Overview of Airline Industry in China & the Analysis of Air China Limited (key player in the market) Table of contents Introduction………………………………………….………………………………….3 Market Overview * Market definition…………………………………………………………………….……3 * Research highlights……………………………………………………………………….3 * Market Analysis…………………………………………………...………………………4 Theoretical Analysis…………………………………………………………………….7 The Leadership of Air China Limited * Brief Introduction about the Corporation………………………………………9
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INDUSTRY ANALYSIS PAPER: AIRLINE INDUSTRY Table of Contents Executive Summary Introduction Market Structure Industry Demand Cost Structure Analysis of Competitive Forces Conclusion References Appendix A Executive Summary Airlines companies are undergoing major changes to cope with the new challenges of the modern economy. Geopolitical factors‚ such as war and terrorism‚ the financial crisis of 2009‚ high entry barriers‚ as well as extreme weather events‚ are
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Air China Limited ("Air China") and its predecessor‚ the former Air China‚ were founded in 1988. According to the "Civil Aviation System Reform Program" which was approved and passed by the State Department in October 2002‚ the former Air China consolidated with China National Aviation Company and China Southwest Airlines and founded China Aviation Group Company. Based on the combined air transportation resources of the three entities‚ the new Air China Company was established. On September 30th
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SWOT analysis for Air China The airline industry has undergone significant restructuring in recent years.Airlines‚ formerly rivals in a highly regulated industry‚ have become opportunisticseekers of co-operation. In today’s world‚ mega-carriers and small airlines areworking together rather than competing with one another. Forms of co-operation include sub-contracting‚ code sharing‚ franchising and theformation of global marketing networks. Such alliances allow firms to focus on their respective
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13‚1/2 SWOT analysis for Air China performance and its experience with quality A.M. Ahmed The European Centre for Total Quality Management‚ University of Bradford School of Management‚ Bradford‚ UK 160 M. Zairi e-TQM College‚ Dubai‚ UAE‚ and K.S. Almarri The European Centre for Total Quality Management‚ University of Bradford School of Management‚ Bradford‚ UK Abstract Purpose – To report on the lessons learned during the implementation of TQM principles in Air China as a response
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