References: Air Asia X (n.d). Retrieved from http://www.airasiax.com/ Jetstar (n.d). Retrieved from http://www.jetstar.com/my/en/home Air Bus (n.d). Retrieved from http://www.airbus.com/ Boeing (n.d). Retrieved from http://www.boeing.com/boeing/
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resources and organization (VRIO) resources or valuable‚ rare‚ inimitable resources (VRI) capabilities: What leads to competitive advantage? Nuno Cardeal1* and Nelson António2 1 Católica-Lisbon School of Business Economics‚ Universidade Católica Portuguesa‚ Palma de Cima‚ Lisbon‚ Portugal. 2 ISCTE-IUL Lisbon‚ Av. Forças Armadas‚ Lisbon‚ Portugal. Accepted 13 July‚ 2012 The resource-based view (RBV) argues that valuable‚ rare‚ inimitable resources and organization (VRIO) lead to competitive
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Reported Airline Ancillary Revenue Surged to $27.1 Billion in 2012—Up 19.6% in One Year Analysis from IdeaWorksCompany‚ sponsored by CarTrawler‚ adds Air France/KLM‚ Korean Air‚ and Virgin Atlantic to the list of top ancillary revenue carriers for 2012. Dublin‚ Ireland & Shorewood‚ Wisconsin‚ USA‚ 05 June 2013: IdeaWorksCompany‚ the foremost consultancy in the area of airline ancillary revenues‚ and CarTrawler‚ the leading provider of online car rental distribution systems‚ today announce the
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influence other elements in the strategic management process - Should be SMART: specific‚ measurable‚ achievable‚ realistic‚ timeline External Analysis: Porter’s 5 Forces‚ SWOT‚ PESTEL Internal Analysis: VRIO External and Internal analysis aid strategic choice at either a business or corporate level Levels of Strategy: Corporate - Business - Functional - Operating
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passenger services to Taipei‚ Bangkok and Tokyo were commenced in July 2002‚ November 2003 and April 2004‚ respectively (Source: International Directory of Company Histories‚ 2004). Direct Competitors Hong Kong Airlines‚ LCC Spring Airlines and Jetstar Hong Kong could be recognized as three direct Dragonair’s competitors which focused on mainland China mainly in the low-end aviation market. Hong Kong Airlines could be considered Asia’s fastest-growing carrier which significantly expanded its
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| Qantas: The Context of Change Today’s organisations find themselves operating in an ever volatile changing global environment and as such need to be able to implement both incremental and transformational organisational change to ensure the organisations long term sustainability (Waddell‚ Cummings‚ & Worley‚ 2011‚ p. 2).This essay will focus on the Qantas Group which operates in the aviation industry and has recently been challenged to change in the face of increasing internal and external
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vertically is rare. Power of Buyers is medium to and increasing The cost involved with switching airplanes is decreasing as customers can access internet easily to compare and buy air tickets online nowadays. With emerge of budget airlines like Jetstar and AirAsia‚ more customers including travel agents and individuals prefer to take the budget airlines rather than full service airlines Availability of Substitutes is low For international airlines‚ the threat is quite low as airline is the only
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operational reliability‚ engineering and maintenance‚ and customer service. The Qantas Group ’s main business is the transportation of customers using two complementary airline brands - Qantas and Jetstar. In addition to operating subsidiary businesses including other airlines as Qantas Link‚ Jetstar Asia‚ Jetstar Pacific and businesses in specialist markets such as Q Catering. The Qantas Groups employs approx 32‚500 people serving 182 destinations in 44 countries. Qantas Brand. Qantas is a premium
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Business and Culture Essay “With increased globalization‚ economies have become more interdependent‚ making internationalization of operations critical for a company’s success in today’s competitive environment”. This essay will examine problems that Air New Zealand and Jet Star deal with whilst working internationally in a multi-cultural environment. Hofstede’s five cultural dimensions will help illustrate on an organizational level the importance for survival of these two companies when faced
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Title Page Microeconomic Concepts Charlie Edwards Contents Page Page Title page 1 Contents page 2 1.0 Summary 3 2.0 Introduction 3 3.0 Over view of Qantas group 3 4.0 Products and Services 4 4.1 Economy and Economy plus 4 4.2 Business Class 5 4.3 First 5 5.0 Internal and external factors 5 5.1 Internal factors 6 5
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