Capitalization Plan Certification Risk Factors Financial Model Dr. John Wensveen‚ President‚ Airline Visions 13.30 Networking Lunch 14.15 Beyond the Low Cost Carrier Model Leonard Favre‚ Partner‚ 1BlueHorizon 14.45 Understanding and Accounting for the Middle Eastern Business Landscape Vinay Kumar‚ CEO‚ Datawise 15.15 Starting an Airline: Stability and Control of Cost in Aircraft Leasing and Maintenance Sigfús Ólafsson‚ Manager Marketing‚ Loftleidir Icelandic 15.30 The Legal Aspects of the Airline Start-up
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Commencing in 1996‚ within fifteen years‚ Air Asia managed to expand its operations into another ten countries. In addition‚ through its associate company AsiaX‚ it launched long-haul low-cost air services from Malaysia to Australia and the United Kingdom. This paper will look at the award winning Malaysian low cost carrier- Air Asia’s by analyzing its strengths and weaknesses using strategic tools such as PEST analysis‚ Michael Porters Generic strategies‚ SWOT matrix analysis‚ Porter’s Force Model Competitive
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yINDIGO AIRLINE How India ’s youngest airline became the largest . Reticent and low-profile are not the usual personality traits of a CEO in a high-profile business like aviation. Image: Aditya Ghosh But Aditya Ghosh‚ 37‚ has defied convention in many ways. His regular office wear is T-shirt with jeans‚ he doesn ’t have a B-school degree and before joining IndiGo‚ he was a lawyer at J Sagar. Ghosh has justified his aversion for the spotlight by saying that people don ’t fly IndiGo because
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| | | ABOUT AIR INDIA ➢ Air India is the flag carrier airline of India. It is part of the government of India owned Air India Limited (AIL). ➢ The airline operates a fleet of Airbus and Boeing aircraft serving Asia‚ Europe and North America. ➢ Its corporate office is located at the Air
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Introduction Singapore Airlines is one of the world ’s leading carriers with an advanced fleet and it is internationally respected as the innovative market leader combining a quality product with excellent service .Being a international company in the competitive International business environment ‚it has to face a number of competitions ‚challenges ‚changing environmental trends and options .To deal with these issues ‚SIA pursue a number of management strategies while maintaining it’s key
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established in USA as a low-cost domestic airline carrier. The company started operating as a point-to-point carrier‚ providing quality customer service at competitive prices. Basically‚ the main strategy of JetBlue is to offer its clients a combination of low fares and product differentiation. In terms of strengthening its market positions‚ the following key strategic issues are faced by the company: How to achieve “cost leadership” and “product differentiation”? JetBlue achieves “Cost leadership” through
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Weaknesses 4 Taking Advantage of Opportunities 5 Looking out for Threats 5 References 6 SWOT Analysis Strengths | Weaknesses | 1. Low Cost of Tickets 2. Low cost of maintenance – Fleet made up entirely of Airbus A320-200 3. Low Cost of Operations – Uses Budget Terminals 4. 1st low cost carrier in Singapore- Is recognized as the low cost leader 5. Operates in 13 countries & 35 destinations 6. Has tie-up with Hertz car rental | 1. Lack of free food / drinks 2. Service
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1990-1995‚ the industry suffered from world recession and the air travels were further lowered by Gulf War. Thus financial difficulties impact airlines/aircraft industry. Deregulation is also stimulating competition‚ such as that from small‚ low-cost carriers. Some of the Key terms and ratios for airline industry are listed below. 1) Available Seat Mile = (total # of seats
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AIR ASIA Company profile: Air Asia needs no introduction in ASEAN‚ where it is the leading low-cost carrier‚ connecting people and places across 132 routes‚ 40 of which are offered by no other airline. In 2010‚ the Group‚ which includes affiliates Air Asia Thailand and Air Asia Indonesia‚ reinforced its leadership position with two remarkable milestones: flying its 100 millionth guest and breaking the RM1 billion(ringgit) profit barrier. From an airline with two aircraft plying six routes in Malaysia
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JetBlue Managing Growth JetBlue Case JetBlue’s main strategy is to be a low cost carrier (LCC) and use differentiation as a competitive advantage. The main problem that concerns this case is that JetBlue has the need for slower capacity growth but the exact size of the cuts from each of the airlines’ two aircrafts was far from obvious. The contents of this case analysis will show how they managed to get to this point through the use of business strategy tools. Also I will give some recommendations
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