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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Is the decision whether or not to sell Qantas’s frequent flyer program a strategic‚ tactical‚ or operational decision? It would be a strategic decision not to sell Qantas’s frequent flyer program reason being‚ considering the meaning of strategic decision making is an ongoing process that involves creating strategies to achieve goals and altering strategies based on observed outcomes. As to this decision Alan Joyce can take the initiative of increasing the flights rates and in reward its members
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Ken Roberts‚ and Alan Simpson Turn to page … 42 ... to read the full article This article describes the application of a dynamic choice model of consumer preferences. It supported Jetstar‚ a subsidiary of Australia’s leading airline‚ QANTAS‚ to effectively and profitably compete in the low cost carrier marketplace. The evolution of the Jetstar strategy is traced from its initial position through to its efforts to attain price competitiveness and service parity. To improve Jetstar first
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1. Internal AnalysisCurrent resources‚ resource capabilities and/or resources potential to provide sustainable competitive advantage for the company. Distinctive competencies and deficiencies and core competencies. Key areas of competitive advantageThe VRIO analysis from the appendix suggests Air NZ (Air New Zealand) have only one resource that will provide them with sustainable competitive advantage and is a distinctive competency‚ this is the intangible resource of Air NZ being the national
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Introduction: Tiger Airways is a low cost airline started its operations in Australia in November 2007 with its head office at Melbourne Tullamarine Airport. Tiger Airways offers cheap domestic flights to 12 destinations within Australia and expanding its operations by increasing its workforce‚ investment and started international flights. Tiger Airways ticket cost overs the seat booking and 15kg of check-in luggage and offers upgrades on luggage that is paid on top of ticket price. No food or
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Asia Airways is the Singapore’s new low fares airline for Australia and the Asia Pacific region. Established in 2004‚ it seeks out to provide consistent low fares to Australian‚ New Zealand and Asian leisure travellers. It’s strong association with Qantas ensures the highest standards of operational excellence‚ whilst delivering real savings to customers. Valuair‚ being the sister company of Jetstar Asia‚ provides value-for-money passenger and cargo flight services out of Singapore. Valuair begun
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he has also founded and run a number of successful companies‚ including a fine watch brand and an aerospace design consultancy‚ and has also held senior management positions at client companies; including currently being the Creative Director of Qantas Airways. Marc Newson was included in Time magazine’s 100 Most Influential People in the World and has received numerous awards and distinctions. He was appointed The Royal Designer for Industry in the UK‚ received an honorary doctorate from Sydney
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Financial Ratio Analysis Singapore Air and Emirates Airlines Emirates Emirates Airline group has started its 1st routes out of Dubai with only two aircraft in 1985 by the Govt. of Dubai and it was supported by the creator of Germania (German Airline). Emirates airline had started their operations with flights to Mumbai and Karachi and then followed by Delhi in September. These days the industry is measured to be a subsidiary of The Emirates Groups which is headquartered in Dubai‚ UAE. The group
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JetStar Hong Kong 1. Jetstar Hong Kong is a proposed low fare airline‚ based at Hong Kong International Airport which plans to commence services in 2013.1 2. It will be formed as a strategic alliance between China Eastern Airlines and the Qantas Group. The two carriers will invest as much as $198 million‚ with each company holding a 50% share.1 3. It will initially serve short-haul routes to cities in China‚ Japan‚ South Korea and South East Asia.1 4. The business strategy of JetStar
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Part A--The Case of Qantas Executive Summary This report is analysis of information on should the Qantas need extra flight for its new route to Europe. In part A of this assessment‚ firstly‚ all of the marketing decision problem‚ marketing research problem and research objectives will be determined and identified. It will then use the mixed methods the focus group of qualitative research and survey methods of quantitative research to analyse the perception and attitude of the Qantas passengers‚ and generalize
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