the United States‚ where more than half of the population now shops weekly at mass merchants like Wal-Mart and Target‚ up from 25 percent in 1996. These and similar value players‚ such as Aldi‚ A SDA ‚ Dell‚ E*Trade Financial‚ JetBlue Airways‚ Ryanair‚ and Southwest Airlines‚ are broadly transforming the way consumers of nearly every age and income purchase their groceries‚ apparel‚ airline tickets‚ financial services‚ and computers. The market share gains of value-based players give their
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Lingus real position at the airline market. Aer Lingus position at the moment is between‚ low fare company Ryanair and BMI‚ SAS (Hoovers‚ 2010). Younger people and students nearly almost chose Ryan Air because of the low price. In the last couple of years it has been showed that the competition from Ryanair is too tough for Aer Lingus. Aer Lingus Group Plc will stop trying to undercut larger Irish rival Ryanair Holdings Plc and offer enhancements including better food and faster check-in times to customers
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Management Team From: Subj: JetBlue IPO Price Recommendation Date: April 11‚ 2002 Introduction JetBlue is a company that was founded on not accepting the status quo with regard to how airline travel is “supposed to be”. Recent history shows that low-fare airlines are gaining momentum‚ and JetBlue’s business model sets us apart- our fleet is newer‚ more reliable and efficient. We offer the lowest cost per available seat mile than any other U.S. airline‚ and we do it while maintaining high quality‚ customer-
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Chart 8-9 Information Technology of AirAsia 10-13 Conclusion 14-16 Reference 17-18 Introduction Of Company Introduction of Company AirAsia Berhad (“AirAsia” or“the Company”) is a name synonymous with low fares‚ quality service and dependability. With over 100 routes across 11 countries‚ AirAsia is truly Asia’s leading airline with the widest route connectivity and largest
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continued passion and innovation has drive Microsoft and the software industry to success. The two prime examples of these two different sorts of leadership within the same industry are of Richard Branson (Virgin Atlantic) and Michael O’Leary (Ryanair). These two entrepreneurial leaders are both considered effective but in totally different ways with Sir Richard Branson claiming you can’t be a good leader if you don’t genuinely like people” is how he defines good leadership and management style
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Grant‚ Robert M. Case Studies Section : case 9‚ Air Asia : The world’s lowest cost airline Grant‚ Robert M.‚ (2010) "Case Studies Section : case 9‚ Air Asia : The world’s lowest cost airline" from Grant‚ Robert M.‚ Contemporary strategy analysis : text and cases pp.625-635‚ Hoboken: Wiley © Staff and students of Edinburgh Napier University are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA licence
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including newer‚ more environmentally friendly planes and offering carbon offsetting. The previous Environment Minister Ian Pearson described Ryanair as the “irresponsible face of capitalism” (Cheapflights‚ 2007) after the company opposed plans to include airlines in an EU carbon trading scheme whereby CO2 emissions are to be cut by 60% by 2050. Ryanair chief executive‚ Michael O’Leary retaliated saying the Environment Minister “didn’t have a clue what he was talking
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Available from: http://www.infotech.monash.edu.au/research/centres/cdsesr/papers-pdf/a227.pdf [Accessed 20/06/09] O’CONNELL J. F. AND WILLIAMS G. (2005) Passengers’ perceptions of low cost airlines and full service carriers: a case study involving Ryanair‚ Aer Lingus‚ Air Asia and Malaysia Airlines. Journal of Air Transport Management‚ 11‚ 259-272 [Downloaded 01/07/09] IBM BUSINESS CONSULTING SERVICES (2004) WINNING AT THE MARGIN The impact of low-cost carriers in Asia [Downloaded 20/06/09] IWAN BUDHIARTA
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Table of Contents EXECUTIVE SUMMARY 2 1. COMPANY OVERVIEW 2 1.1 RECENT PROBLEMS FACED BY BA 3 2. CURRENT STRATEGIC POSITION OF BRITSH AIRWAYS 3 2.1 BRITISH MERGER AND ALLIANCES 4 3. EXTERNAL ENVIRONMENTAL FACTORS 5 3.1 PESTEL ANALYSIS 5 3.2 FIVE FORCES ANALYSIS 11 3.3 LAYERS OF THE BUSINESS ENVIRONMENT 14 3.4 COMPETITORS ANALYSIS 15 3.5 STAKEHOLDER ANALYSIS 17 3.5.1 STAKEHOLDERS MAPPING: The Power/Interest Matrix 18 4. INTERNAL ANALYSIS 22 4.1 RESOURCES-BASED
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References: 1. The Guardian‚ Ryanair cuts reclining seats; suitcases next to go‚ Sydney Morning Herald‚ 17 February‚ 2004‚ viewed 9 February 2007‚ 2 3. Thompson A A‚ Strickland A J‚ 2004‚ Strategy Management Concepts and Cases‚ 13th edn‚ McGraw-Hill‚ Irwin. 4. Moore J‚ 2006‚ Tribal
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