[Air France-KLM will lift capacity no more than 2 percent in each of the next three years‚ with fleet spending also reined in.] Jean-Cyril Spinetta‚ recalled last years as chief executive officer as slumping profit forced Pierre-Henri Gourgeon’s exit‚ froze pay and hiring in January and is in talks with unions over a 2 billion-euro annual saving he says is needed to secure the long-term future. The loss comes after German rival Detsche Lufthansa AG Airline yesterday posted a 13 million-euro
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1. Introduction In 2004 Europe’s largest airline group was formed after the European Commission had approved a merger between French Air France and Dutch KLM. A merger of this dimension certainly has major influences on the economy. This paper will give an insight on the incidents of this instance‚ the economic consequences and it will deal with the question whether the European Commission’s decision was reasonable. First of all the two firms will be introduced and an overview about the merger will
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Implementation Plan Merge AirFrance-KLM & JAL Table of Content Part 1 - Introduction 3 1. Introduction 3 2. The situation 4 2.1 Reason for the merger 4 Part 2 – Implementing Change 5 3. Philisophy 5 4. The 7S Model 6 5. Strategy 7 5.1 Four competitive Strategies 7 5.2 Management strategy to implement change 9 6.Change on structure 10 6.1 Strategic perspective 10 Current situation 10 How the new group will look like 10 What needs to happen in order to come to the
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Pg1Pg1CAVUMC05_124-157hr 10/10/07 1:41 PM Page 124 c h a p t e r 5 The Cultural Environment of International Business Learning Objectives In this chapter‚ you will learn about: 1
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WELCOME TO CLUB 2000: DELIVERING CUSTOMER CARE THE AIR FRANCE-KLM WAY PROBLEM: Dr. Jaeger is not just any Air France traveler – he is a privileged member of the airline’s most elite loyalty program: Club 2000. By virtue of this membership‚ he is to expect the utmost in superior service quality standards from Air France. But after a horrible experience with the airline that left him “standing in the rain‚” literally‚ he is not only incensed from his travels gone awry‚ but even more from
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Other information 6.1 6.2 6.3 6.4 6.5 History General information Information relating to the share capital Information on trading in the stock Information on the agreements concluded in connection with the business combination between Air France and KLM Information relating to the agreements concluded with Alitalia-Compagnia Aerea Italiana (Alitalia-CAI) Legislative and regulatory environment for the air transport industry Information and control 245 246 248 249
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CASE STUDY KLM ROYAL DUTCH AIRLINES “Fujitsu is a safe pair of hands for us to rely on. It delivers what it promises when we need it and within budget.” Boet Kreiken - Chief Information Officer (CIO)‚ KLM Royal Dutch Airlines Customer’s Challenge KLM Royal Dutch Airlines is an international airline that transports nearly 22 million passengers and 620‚000 tons of cargo to more than 250 destinations worldwide every year. KLM merged with Air France in 2004 to form the largest airline group in the
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1 Introduction of Air France – KLM 4 1. Governance in Air France – KLM 4 1.2 Turnover and competitive position 5 1.3 Air France – KLM mission and vision 5 1.4 Risk and challenges 6 2 External diagnoses 6 2.1 The industry life cycle 6 2.2 PESTEL (external environment) 8 2.3 Porters 5 forces + 1 (Air France - KLM) 9 2.4 Opportunities‚ Threats and Key Success Factors 11 3 Internal Diagnoses 12 3.1 Air
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• Resistance to change o One of the characteristics of an attitude o Takes much persuasion to change o Not all attitudes are so resistant to change ▪ i.e. it usually takes much persuasion to change a strongly held attitude such as that towards‚ capital punishment or abortion • Modification potential through training o Personality‚ attitudes‚ & behavior play a role in attitude management o It is unrealistic to imagine that routine training in particular or in general
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Int. J. of Human Resource Management 15:8 December 2004 1355– 1370 The role of human resource management in cross-border mergers and acquisitions Ruth V. Aguilera and John C. Dencker Abstract Cross-border mergers and acquisitions (M&As) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy. Although human resource management (HRM) can play a value-adding role in the merger process‚ existing research and evidence
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