Recent conceptual work on tourism destination competitiveness has proposed a comprehensive approach that adds industry-level competitiveness attributes to more conventional tourism destination attributes. This study builds on these ideas by generating sets of both attributes‚ developing a methodology for assessing their relative importance and examining the degree to which their relative importance varies across locations. Survey data were gathered from tourism industry practitioners in three
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Strategic Management “American Airlines ” Case Study Strategic Management Prepared By Fathi Salem Mohammed Abdulla 2009 37 Introduction American Airlines‚ Inc. (AA) is a major airline of the United States. It is the world ’s largest airline in passenger miles transported and passenger fleet size; second largest‚ behind FedEx Express‚ in aircraft operated; and second behind Air France-KLM in operating revenues. A subsidiary of the AMR Corporation‚ the airline is headquartered in Fort Worth
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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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ORGANISATIONAL QUESTIONS • 7 weeks; • 1 lecture a week; • One PowerPoint presentation + Written tasks + attendance minimum 70 %+ activeness = NO EXAM • Is evaluated according to Latvian standards • Theoretical background and practical experience ACADEMIC WRITING A broad definition of academic writing is any writing done to fulfill a requirement of a college or university. Academic writing is also used for publications that are read by teacher and researchers
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Table of Content Content Page p. 1 Question 1a) - Information and Communication Technology p.2 & 3 Question 1b) - Destination Management System: Write up p. 4 - Comparison p. 5 & 6 Question 2) - Mobile Computing and Technology p. 7 & 8 - Mobile Services and Applications p. 9 & 10 - Mobile Commerce of an Organization p. 11 & 12 - Summary p. 13 Appendices Appendix 1a p.14 – 17 Appendix 1b p. 18 – 21 Appendix 2 p. 22 & 27 Reference Reference
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JETBLUE AIRLINES OCTOBER 2006 JetBlue started their business in a positive approach‚ by ensuring the main elements were in place prior to starting operations. Compared to JetBlue ’s counterparts that started up their airlines in the 1980 ’s and 1990 ’s‚ JetBlue began with a highly experienced senior management team‚ dedicated core values‚ and plenty of capital to ride out the low times. JetBlue ’s strengths and opportunities compared to the industry are: Strength & Opportunities:
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Case Study > Data Warehousing Continental Airlines I. Executive Summary Table of Contents I II III IV V Executive Summary The Decision to Invest Implementation New Business Strategies ROI 2 4 6 9 19 20 Technical Appendix A Continental’s comeback from “Worst to First” is an airline industry legend. Now the company is engaged in a new initiative to move from “First to Favorite.” To support this ambitious initiative‚ Continental tapped into its Enterprise Data Warehouse and expanded it
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boom with a host of private airlines taking to the skies. Leading players in the Indian aviation industry include Air India‚ Indian Airlines‚ Jet Airways‚ Sahara Airlines‚ Kingfisher‚ Spicejet‚ Paramount‚ Indigo and Go Air. While the growth rate of the civil aviation sector has slowed down in the mature international markets‚ it is increasing at a brisk pace in India. This growth is fuelled by the liberalization of the industry‚ increase in investments‚ emergence of low cost carriers (LCCs)‚ positive
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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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Singapore Airlines’ strategy Singapore Airlines is positioned as a premium carrier with high levels of innovation and excellent levels of service‚ and has made a strategic choice of giving priority to profitability over size. The internal organizational practices outlined in this paper‚ such as continuous people development and rigorous service design are key aspects of operationalizing and sustaining this positioning and strategic choice. At the corporate level‚ SIA follows a strategy of
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