information regarding five airlines‚ were obtained from Yahoo!Finance‚ reuters.com and company financial statements: Five year relative stock price chart. (base of zero as at 30 Mar 2009): Cathay Singapore Qantas China Southern Malaysian Price EPS Company Stock code 24 Mar 2014 (TTM) Qantas Airways QAN.AX AUD1.055 –0.15 Cathay Pacific Airways 0293.HK HKD15.10 1.01 Singapore Airlines C6U.SI SGD10.95 0.34 China Southern Airlines 600029.SS CNY2.54 0.25 Malaysian Airlines 3786.KL MYR0.24 –0.07 Note:
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1.0 INTRODUCTION Strategic Management is an essential component in the view of completing the BA Honours in BUSINESS ENTERPRISE. The assignment will be dealing with the strategies and difficulties that exist at the Air Mauritius‚ the national airline of Mauritius. To identify the root causes of the difficulties being faced at Air Mauritius‚ a strategic audit need to be carried out so possible strategic options could be proposed and utilised. However‚ information has been obtained only from
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consistent with owner Tony Fernades’ company goal; however‚ the strategy changes required to be a successful long-haul airline significantly differ from and conflict with its current resource base (i.e. aircraft types‚ hubs‚ employee skills) and core competencies and capabilities (i.e. cost and efficiency optimization/utilization) as a low-cost carrier (LCC) airline. Analysis The airline industry as a whole is quite competitive with multiple players and various elements effecting the industry environment
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E A N D R E C O R D Malaysia Airlines’ Corporate Vision and Service Quality Strategy Abdullah Mat Zaid Malaysia Airlines’ vision is to become “An Airline of Excellence”‚ offering the very best to its passengers in terms of safety‚ comfort‚ service and punctuality. This vision was amplified by our chairman in the company’s 20th anniversary commemorations in October 1992. The mission has been stated in three main thrusts as follows: (1) To make Malaysia Airlines one of the leading standard
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at the Seeb International Airport‚ Muscat. The airline is member of the Arab Air Carriers Organization. History Oman Air was established in 1970 and started operations in 1993 as Oman Airline following a merger of Gulf Air ’s Light Aircraft Division and Oman International Services. Its inaugural flight was from Muscat to Salalah. Oman Air commenced its international operations in July 1993‚ with a flight to Dubai. In the same year‚ the airline started its services to India‚ with a flight to
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Executive Summary SilkAir’s success in the regional air transportation services has proven to be achieved with the right implementation of business strategies over the years. An analysis of the macro-environment of the airline industry with the use of the PESTEL framework was inevitably explored to better understand the current situation of the environment SilkAir is operating in. This is done so as to analyze the overall impact on the growth of Silkair. In order to provide a better understanding
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brief background of the Virgin Australia’s international airlines. From the second to the eighth part‚ the knowledge and theories of marketing management and planning will be used to analyze the international airlines of Virgin Australia in details. They are: clearly define the product line; through analyzing target market‚ market share‚ market size and its growth to achieve the result of market analysis; in-depth dissect the international airlines of Virgin Australia by applying marketing mix strategy;
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Word count: 2‚864 MARCH 2010 CONTEST 1. INTRODUCTION 3 2. OVERVIEW OF TURKISH AIRLINES 3 3. MACRO-ENVORIMANTAL ANALYSIS OF TURKISH AIRLINES 6 3.1. Sociocultural environment 6 3.2. Political/ Legal environment 7 3.3. Economical Environment 7 3.4. Technological Environment 8 4. THE FUTURE OF TURKISH AIRLINES 9 4.1. Opportunities 9 4.2. Treats 10 5. MARKETING MIX OF TURKISH AIRLINES 10 5.1. Product 10 5.2. Price 11 5.3. Promotion 12 5.4. Place 12 5.5.
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Analysis 13 2.2.1 Inflation Rates - impact on the airline industry 13 2.2.2 Interest Rates - impact on the airline industry 15 2.2.3 Trade Surplus 16 2.3 Political/Legal 17 2.3.1 Environmental Issues 17 2.3.2 Tax Concerns 18 2.3.3 Security 18 2.4 Sociocultural Environment 18 2.4.1 Effects on Consumers 18 2.4.2 Emerging Markets 19 2.4.3 Maintaining Customer Loyalty 19 2.5 Technological Assessment of the Airline Industry Environment 19 2.5.1 Alternative Fuels 20
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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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