CHIFLEY BUSINESS SCHOOL ATMS 401 MARKETING ASSIGNMENT Date: Please refer to your lecturer for details Marks: 30% of total assessment Recommended length: Maximum of 2500 words (excluding appendices‚ references and bibliography) While some may see this as a restriction in the level of detail you may include‚ its purpose is to encourage you to focus on the issues and key concepts of each question. The word limit also encourages you to write concisely‚ a skill highly valued in business. As a general
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Mercado‚ Klydine Gecyrille O. TM09303 August 31‚ 2013 Transportation Management TOP TEN AIRLINES WORLDWIDE The following airlines listed below are from the result of an online survey questionnaire about the passenger’s experience with the airlines on the ground and onboard‚ during a 10-month period; The survey measures passenger satisfaction across more than 40 key performance indicators of airline front-line product and service - including check-in‚ boarding‚ onboard seat comfort‚ cabin cleanliness
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airlines‚ however accounting for frequent flyer points (FFPs) is not a straight forward process (Bowman 1995). The aim of this assignment is to examine the concept of how FFPs should be accounted for according to the Framework‚ compare how Qantas Airways Limited (Qantas) and Virgin Blue Holdings Limited (Virgin) account for FFP’s‚ and determine the potential consequences of different accounting treatments. Accounting procedure for frequent flyer points according to the principles of the Framework
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The Australian airline industry 2. The External Environment 2.1.1 Demographic Changes Momentarily‚ there is a growing‚ but also aging population in Australia. The Generation Y represents about 4.5 million of the 20 million people living in Australia. This group is reported to be setting and influencing spending pattern trends (Ben Wyld‚ 2005). . 2.1.2 Socio-Cultural Forces Socio-culturally speaking‚ we can see an ongoing trend for greater environmental concerns. Especially people
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Table of Contents 1.0 Internal capabilities and core competencies 1.1 In-flight services The importance of efficiency particularly in running a business provides a major opportunity for Singapore Airlines (SIA) to successfully deliver optimum value to its customers. According to Lacar(2009)‚SIA introduced ground-breaking in-flight services with relation to the latest technological advancements. For example‚the innovative Raffles Class Space-Bed which provides passengers the ultimate luxury
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MCD2110: Marketing 2 Buyer Behaviour Assignment 1: Business Report Product Category: International Airline — Jetstar Airways & Singapore Airlines Executive Summary This report discusses the difference between Singapore Airlines and Jetstar. Firstly‚ a consumer profile is developed to show that Singapore Airlines target the upper social class with self-esteem needs while Jetstar targets economical consumers with social needs. Next‚ the study of motivation shows that SIA and Jetstar consumers
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non-stop routes that could be served by smaller planes.[12] Rolls-Royce jet engine which exploded on Qantas A380 superjumbo flight failed due to a ’poorly built oil pipe’ Rolls-Royce engine explosion forced an emergency landing in 2010 Superjumbo was forced to turn back with smoke trailing from its engine Rolls-Royce admits it ’fell short’ on safety standards A mid-flight engine explosion on a Qantas superjumbo jet in 2010 was triggered by a poorly-built oil pipe‚ an investigation has revealed. A
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Airways in Australia and New Zealand (wholly owned by the Qantas Group). Jetstar Asia based in Singapore. The company is managed by Newstar Holdings‚ majority owned by Singapore company Westbrook Investments (51 per cent)‚ with the Qantas Group holding the remaining 49 per cent. Jetstar Pacific based in Vietnam (majority owned by Vietnam Airlines with the Qantas Group holding 30 per cent). Jetstar Japan‚ a partnership between the Qantas Group Japan Airlines‚ Mitsubishi Corporation and Century Tokyo
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QANTAS DISPUTE On October 22nd‚ 2001‚ the Industrial dispute between QANTAS and its employees was initiated with the offering of a new Enterprise Bargaining Agreement. This proposed an 18-month wage freeze for employees plus a sliding scale profit share scheme. Ten out of twelve unions under QANTAS accepted the terms of the agreement‚ barring the unions of manufacturing employees (AWU and AMWU). They were holding out for a 4-6% pay rise. On the 8th May 2002‚ some ten months later‚ the dispute was
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This performance has been driven by growth in passenger revenues and important strides made in the long haul passenger market. “Against the backdrop of the global economic slowdown‚ Emirates’ performance is highly commendable. The partnership with Qantas and a more aspirational positioning have seen customer revenues and brand value grow‚” said Hany Mwafy‚ Brand Finance Managing Director Middle East. Emirates airline continued to post strong growth with connecting traffic through its hub‚ whilst
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