able to tap new markets or build new niches. For example‚ after European air travel was deregulated in the mid-1990s‚ Ryanair and Easyjet focused on the no-frills market and provided low-cost travel across Europe after figuring out through competitor analysis‚ where the opportunities were emerging (Binggeli and Pompeo‚ 2002). The authors showed that‚ at the point in time‚ Ryanair and Easyjet were performing better
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responses to Low Cost Carriers’ Pilling‚ M. (2008). Interview: easyJet CEO Andrew Harrison‚ Airline Business‚ 23 April Ranson‚ L. (2008). Southwest targets additional codeshares by yearend 2009. July‚ 23 Southwest Airlines (2008) Turner‚ A. (2005). Ryanair looks to IFE‚ phones and gambling for extra revenues.
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I. Boeing History | | a. building blocks | | b. growing UTAC | | c. deregulation | | d. the jet age | | II.Boeing as a Market Leader | | a. threat of competition | | b. the attack | | c. management | | III. Threat of New Competition | | IV. Future of Boeing-Creation of Dreamliner | | I. The Boeing History A. Building Blocks A determined man once said‚ “We are embarked as pioneers upon a new science and industry in which
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Analysis of Tiger Airways internal and external environment Low cost carriers (LCC)‚ also known as budget/discount airlines‚ offer generally low fares but eliminate most traditional passenger services. There are five low cost carriers operating in Australia namely Tiger Airways‚ Jetstar‚ AirAsia‚ Virgin Blue and Pacific Blue. The purpose of this report is to conduct an analysis of Tiger Airways internal and external environment and to make recommendations as to how the Tiger Airways might maintain
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Legislation that impacts on communication in Ireland Introduction In this report I am going to explain data protection‚ talk about the data protection acts‚ rights and principles. I’m going to talk about a data controller and a data processor and what their responsibilities are. What personal and sensitive data are. What a data receiver is and what his rights are‚ what is involved in direct marketing and I will mention an example of abuse or corruption that occurred in Ireland. Data protection acts
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INDIVIDUAL ASSIGNMENT (MANAGEMENT INFORMATION SYSTEM) ASSIGNMENT 1: CASE STUDY: AIRASIA – Now Everyone Can Fly Questions: * What is Air Asia Business Model? How does information system support this business model? 1.0) AirAsia business model AirAsia business model is low cost‚ low fare and no-frills air line. AirAsia Pan Asia plan targeted to million of Asians who wanted basic air transportation at cheap price AirAsia achieved low cost by following method: 1) Single class‚ no frills
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International Business & Economics Research Journal – December 2005 Volume 4‚ Number 12 AirAsia In The Malaysian Domestic Airline Market: Empirical Analysis Of Strategy Mok Kim Man‚ (Email: mkimman@ums.edu.my)‚Universiti Malaysia - Sabah‚ Malaysia Jainurin Bin Justine‚ (Email: Jainurin@ums.edu.my)‚ Universiti Malaysia - Sabah‚ Malaysia ABSTRACT This paper will examine the results of the strategic actions of AirAsia in the Malaysian domestic airline market. Firstly‚ the paper will provide
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Services Marketing Integrating Customer Focus Across the Firm second European edition wil31711_prelims.indd i 2/27/2012 3:51:42 PM wil31711_prelims.indd ii 2/27/2012 3:51:44 PM Alan Wilson ‚ Valarie A. Zeithaml‚ Mary Jo Bitner and Dwayne D. Gremler Services Marketing Integrating Customer Focus Across the Firm second European edition London San Francisco Lisbon Santiago wil31711_prelims.indd iii Boston St. Louis Madrid Seoul Burr Ridge‚ IL Bangkok Mexico City Singapore Dubuque‚ IA Bogotá
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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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Business Strategy Review‚ 2002‚ Volume 13 Issue 1‚ pp 20-30 Judo Strategy: 10 Techniques for Beating a Stronger Opponent David B Yoffie and Mary Kwak The idea of judo economics‚ building on analogies with the sport of judo‚ has been around for at least 20 years. But taking these ideas further to judo strategy means that a framework of strategic principles can be developed to help companies put stronger opponents on the mat. Why do some companies succeed in defeating stronger rivals‚ while others
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