References: Travel Industry Wire. (2013a). IATA Releases World Air Transport Statistics for 2012. Travel Industry Wire. (2013b). Alaska Airlines is Most Fuel-Efficient U.S. Carrier. Ac- cessed on 25 February 2014 via http://www.travelindustrywire.com/article73768Alaska_Airlines_is_ Travel Industry Wire. (2013d). The New Wave (Featured in Low Cost & Regional Air line Business) Travel Industry Wire. (2013f). Delta‚ Virgin Atlantic File Antitrust Immunity Application. Travel Industry Wire. (2014a). United Airlines
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and BA for traffic‚ but fails at user engagement [Online]. Dennis‚ N. (2005) END OF THE FREE LUNCH? THE RESPONSES OF TRADITIONAL EUROPEAN AIRLINES TO THE LOW-COST CARRIER THREAT‚ Association for European DePamphilis‚ D. (2007) Mergers‚ Acquisitions‚ and Other Restructuring Activities. 4th edn. Dobruszkes‚ F. (2006) ’An analysis of European low-cost airlines and their networks. Journal of Transport Gegraphy’.14‚ pp.249-264 easyJet. (2005) Annual report and accounts [online]. Available at: http://corporate
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months of 3009 had reported losses because of spiking fuel prices. The first six months of 2009‚ passenger revenue decreased 18% but non-ticket revenue increased 26%. Since Spirit was redefined as a budget airline in 2006‚ they have reduced their cost structure to one of the lowest in the United States‚ while unbundling their service from its base fare to charging separately for seat selection and baggage. By using these efforts‚ Spirit was able to cut their ticket prices 40% and increase profit
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world’s first all-jet airline and its name was officially truncated to Air India. The national flag carrier of India with a worldwide network of passenger and cargo services‚ Air India is the only state-owned airline in the country‚ having recently merged with Indian Airlines. Air India is the 16th largest airline in Asia‚ serving 25 destinations worldwide‚ and‚ with its affiliated carriers‚ serves over 100 cities. Air India has two major domestic hubs at Indira Gandhi International Airport
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and entry regulation of the U.S. airline industry. It led to the privatization of many airlines and inflow of low cost carriers into the market. Despite that‚ the Government still continues to play a role in the deregulation and taxation of the industry through fuel duties and ticket prices that includes taxes and security fees. This degrades the airlines profit margin hence‚ passing the cost to consumers. Part of the deregulation by the Government requires that a company be 75% owned and controlled
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Strategic Analysis of the US Airline Industry in 2012 Case Questions 1. To what extent can the industry’s low profitability be attributed to the structure of the industry? 2. Which of Porter’s Five Forces has had the biggest impact in depressing industry profitability? Comparison of Airline Industry Structure (Regulation/Pre 1978 vs Deregulation/Post 1978) Oligopoly (Regulation) Perfect Competition (Deregulation) Concentration Few players Many players Entry & Exit Barriers Significant
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Lee • Started operation – Oct 26‚ 2006 Company Background • 2 routes HK ↔ London (Gatwick) HK ↔ Vancouver Company Background Oasis Hong Kong Airlines Limited • Start of business – 5 aircrafts – 700 staff Competitive Advantage Lower Cost Differentiation • Marketing strategy – Differentiate product by class‚ price & service level – Launch promotion as first marketing initiative – Using a Computer Reservation System – handled all inbound customer calls in a basis of seven days a
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of Air Asia is low-cost airline carrier. Air Asia is the largest low-fare airline company and a pioneer of low cost travel in Asia. The vision of this successful company is‚ ‘To be the largest low cost airline in Asia and serving the 3 billion people who are currently undeserved with poor connectivity and high fares’. Next‚ ‘To be the best company to work for whereby employees are treated as part of a big family’‚ Create a globally recognised ASEAN brand’‚ ‘To attain the lowest cost so that everyone
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Introduction 2 2.0 Introduction to Ryanair 2 2.1 Strategic Timeline 2 2.2 Strategic change forces analysis 3 2.2.1 External Environment 3 2.2.2 Stakeholder interest 5 3.0 Strategic directions 5 3.1 Strategic leadership 5 3.2 Porter’s generic strategy- cost leadership 6 3.3 Ansoff’s matrix 6 4.0 Evaluation of strategy performance 7 4.1 Balance Scorecard 8 4.2 EVR congruence 9 4.3 5 Es 9 5.0 Recommendations 10 6.0 Conclusion 10 References 11 Appendices 15 1.0 Introduction Defined
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a resource or capability is valuable if it allows a firm to take advantage of opportunities or to fend off threats in its environment‚ for an example Union Pacific Railroad’s rail system is a tangible resource that allows UP to compete with other carriers in the long-haul transportation of a variety of goods. The second letter R stands for rarity and it means a useful resource or capability that is scarce relative to demand‚ for an example when McDonald’s signs an agreement to build a restaurant inside
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