1. award: 1.50 out of 2.50 points The demand curve for product X is given by QXd = 500 - 5PX. a. Find the inverse demand curve. PX = 100 - 0.2 QXd Instructions: Round your answer to the nearest penny (2 decimal places). b. How much consumer surplus do consumers receive when Px = $45? $91.00 c. How much consumer surplus do consumers receive when Px = $25? $95.00 d. In general‚ what happens to the level of consumer surplus as the price of a good falls? The level of consumer surplus
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Executive Overview: Lufthansa is the largest airline in Europe in terms of passengers carried. By 2002‚ Lufthansa had become of the strongest airlines and top aviations groups in the world. Lufthansa had undergone a decade of fundamental change. Lufthansa was transformed from a state-owned‚ unprofitable national airline into one of the most profitable‚ privately owned aviation groups in the industry. The group turned a record loss of €350 million in 1992 into a pre-tax profit of €952 million in
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Wendy Galindo Southwest Airlines I. Introduction: Southwest airlines performance in recent years has been outstanding compared to the rest of the airline industry. The company has maintained a stable increase of income‚ having year over year profitability since 1973‚ despite the fact that industry where it competes is characterized by being vulnerable to the recent downward economics and an intense rivalry between competitors. Southwest is one of the US largest airline carriers in terms of domestic
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Executive Summary Porter Airlines‚ a short-haul commercial airliner established in 2002‚ have enjoyed significant and steady growth since inception. The concern now is to devise a solution that will allow Porter to continue its controlled expansion strategy‚ as it has been so successful and integral to the growth of the company over the past several years. Situation Analysis Porter Airlines operates in a fiercely competitive airline industry‚ where competitors compete based on price‚ service‚ and
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Assignment 2 Problem 3.1: QD = 317‚500 – 10‚000P (Demand) QS = 2‚500 + 7‚500P (Supply) Where Q is quantity measured in pounds of scrap aluminum and P is price in cents. Complete the following Price (1) | Quantity supply (2) | Quantity Demand (3) | Surplus (+) or shortage (-)(4) = (2) – (3) | 15¢ | 115‚000 | 167‚500 | -52‚500 (shortage) | 16 | 122‚500 | 157‚500 | -35‚000 (shortage) | 17 | 130‚000 | 147‚500 | -17‚500 (shortage) | 18 | 137‚500 | 137‚500 | 0 (Equilibrium) | 19
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CHOICES AT THE SINGAPORE AIRLINES GROUP Strategic Management and strategic Competitiveness Productivity Enhancement 1) Deployment of Technology 2) Total Involvement 3) Incentives The External Environment A) General Environment 1) Demographic • Malaysian Airlines (regional competitor)‚ which is geographically closed to Singapore‚ were imitating SIA’s strategy (threats) 2) Economic • Global financial crisis – reduced demand for travel and increasing
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Alaska Airlines Strategic Management Model Linda Gay Cahill Table of Contents: Strategic Profile Company Introduction 3 Strategic Analysis PEST Analysis (Political‚ economic‚ social & technological factors) 4 Resource-Based View 6 Value Chain Analysis 8 SWOT Analysis 11 Strategy recommendations 13 References 14 Company Introduction Alaska Airlines is the ninth–largest U.S. airline based on passenger traffic and is the dominant
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Gate Turnaround at Southwest Airlines Video Case Study Southwest Airlines was started in 1971 by Rollin King and Herb Kelleher. Their idea was simple. If they could take airline passengers where they want to go‚ on time‚ at the lowest possible price; all while having fun doing it‚ then people would love to fly on their airline. As a result of this‚ no other airline in the industry’s history has enjoyed the customer loyalty and extended profitability which Southwest
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Selection of and Justification for Alternatives Competition There is no doubt the advent of readily-obtainable pricing and availability for airline travel via the internet has changed competition drastically. Not only are customers able to search and select flight times and destinations from each individual airline’s own website‚ but they now also have the ability to compare everything regarding the flights from plane types‚ durations‚ layovers‚ connecting flights‚ additional fees and fares on
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has never been more important for an airline to have the right public image. If the national flag and perhaps a catchy logo on planes‚ counters and ticket covers were sufficient in the olden days‚ today branding is a science of its own. Half a dozen branding agencies‚ most of them based in London and the USA‚ are fighting not just on behalf of toothpaste or cars but‚ with dogged determination‚ in the aviation industry over budgets worth millions. "The airlines are much more conscious today that branding
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