from=Nav AirTran‚ A American Airlines | Investor Relations | Annual Reports. (n.d.). CCBN is now a part of Thomson Financial. Retrieved November 15‚ 2012‚ from http://phx.corporate-ir.net/phoenix.zhtml?c=117098&p=irol-reportsannual Applying the vrio framework (1) Bloomberg Professional service | Software for Data‚ Analytics‚ News . (n.d.). Bloomberg - Business‚ Financial & Economic News‚ Stock Quotes. Retrieved November 16‚ 2012‚ from http://www.bloomberg.com/professional/ Bomkamp‚ S Cullen
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Management 4723 - Strategic Management Fall 2013 INSTRUCTOR: Dr. Lindy Archambeau‚ Visiting Assistant Professor Office: STZ 211H Tel.: 352-392-1734 Fax: Email: lindy.archambeau@warrington.ufl.edu Website: Sakai Office Hours: MW 2:00 to 3:00 PM and by appointment RESOURCES: Required Text: Strategic Management and Competitive Advantage: Concepts and Cases‚ 4nd Edition; Barney and Hesterly Class Materials available at Sakai Site COURSE DESCRIPTION This course focuses on the analysis
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Aufgabe 1 Die Branchenstruktur‚ oder allgemeiner die Attraktivität eines Marktes‚ lässt sich mit Hilfe des von Michael Porter vorgestellten Instrumentariums der „Five Forces“ bewerten. Dieses zählt zu den Industrial-Organization-Theorien und dient der Umweltanalyse. Eine grundsätzliche Orientierung daran erscheint sinnvoll. Zunächst werden die einzelnen Einflussgrößen auf die Marktattraktivität in ihrer Tendenz bewertet‚ zum Ende erfolgt eine Gesamtbewertung. Abbildung 1 Porter‘s Five-Forces Rivalität
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Chapter 3 Evaluating a Firm’s Internal Capabilities Copyright © 2012 Pearson Education‚ Inc. publishing as Prentice Hall. 3-1 Evaluating a Firm’s Internal Capabilities What Does Internal Analysis Tell Us? Internal analysis provides a comparative look at a firm’s capabilities • what are the firm’s strengths? • what are the firm’s weaknesses? • how do these strengths & weaknesses compare to competitors? Copyright © 2012 Pearson Education‚ Inc. publishing as Prentice Hall. 3-2 Evaluating a
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The airline industry has responded to this difficult environment by taking measures to restructure their strategy. If they do not restructure their strategy they will possibly go bankrupt. Discuss Jeb Blue’s strategic intent JetBlue
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protests and boycotts. JetBlue has established the following three objectives regarding Blues public relations campaign.
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Essentials of MIS Additional Cases 1 BUSINESS PROBLEM-SOLVING CASE JetBlue Hits Turbulence In February 2000‚ JetBlue started flying daily to Fort Lauderdale‚ Florida and Buffalo‚ New York‚ promising top-notch customer service at budget prices. The airline featured new Airbus A320 planes with leather seats‚ each equipped with a personal TV screen‚ and average one-way fares of only $99 per passenger. JetBlue was able to provide this relatively luxurious flying experience by using information
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History JetBlue Airways Corporation (JetBlue) was founded in 1998 in Delaware by David Neeleman‚ a former Southwest executive. The airline began operations in 2000 based out of JFK International Airport (JFK) in New York. JetBlue currently has over 12‚900 employees and has been repeatedly ranked as number one in customer service among low-cost carriers by J.D. Power & Associates. As of December 31‚ 2010 the company operates over 650 flights daily‚ servicing 63 destinations in 21 states‚ including
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MAIN PROBLEM JetBlue was a thriving young airline with a strong reputation for outstanding service‚ but in Valentine’s Day 2007 JetBlue had a problem‚ the planes were trapped on the runway for many hours. JetBlue didn’t have a good operational system at the moment‚ and that’s why they canceled more and more flights‚ they did really bad management decision‚ also the web broke down and the airline couldn’t rebook all the passengers at one. Also the company had so many people who weren’t trained
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competitive performance. It seeks to enhance the contribution of the widely diffused value-rarity-imitability-organisation (VRIO) model to practical strategy making. Design/methodology/approach – The paper draws on the resource-based literature to assemble an integrated set of steps that evaluate a firm’s resources and competence. Findings – The paper proposes an expanded version of the VRIO model that represents resource and competence as a conditional outcome from attributes and asymmetries present in
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