(CRM) in Airline Industry: Today’s global marketplace‚ airlines are countered with unstable and highly competitive business environment. Most airline companies perceive that it is increasingly important to react quickly and effectively to changing demand patterns of the customers. The challenge is maintaining profits in the face of forceful competition. The opportunities are in managing customer relationships to earn customer profitability that can contribute to the firm profits. If airlines do not
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Wendy Galindo Southwest Airlines I. Introduction: Southwest airlines performance in recent years has been outstanding compared to the rest of the airline industry. The company has maintained a stable increase of income‚ having year over year profitability since 1973‚ despite the fact that industry where it competes is characterized by being vulnerable to the recent downward economics and an intense rivalry between competitors. Southwest is one of the US largest airline carriers in terms of domestic
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The company I chose to research is Southwest airlines. It has been one of the most successful airlines in the US‚ and with very high customer service ratings. This is very impressive to attain by such a small company in a very tough industry. Southwest is able to achieve such levels by having a clear mission of providing low-fare travel using a point-to-point system and not having a hub-based system. The company operates in relatively shorter routes and only maintains one plane type‚ its famous Boing
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case case Continental Airlines: One Company’s Flight to Success In the last decade‚ Continental Airlines has had a spotty track record. The airline twice filed for bankruptcy‚ realized diminished performance culminating in a $613 million loss in 1994‚ and was ranked dead last in industry indicators such as on-time performance among the major carriers. During these years‚ employees at Continental had undergone several series of layoffs and withstood both wage cuts and delayed wage increases in
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This case is just a description of the situation without any details on possible questions or further actions. Southwest Airlines (A) Stanford Graduate School of Business Case Study HR-1A (1995) A Summary This case is about Ann Rhoades‚ vice president of people for Southwest Airlines (LUV). She is preparing for a meeting with the top executives of the airlines to discuss the airline’s competitive position in the light of United’s and Continental’s recent engagement in the low fare market
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Balanced Scorecard. Airline industry is very competitive as Jetstar isn’t the only Domestic Flight dominating the market. Porter’s Five- Forces Model is used to analyse the intensity and profitability of this industry. In order to illustrate Jetstar’s competitive advantage over its competitors‚ Porter’s Five Forces evaluation is assessed below. Porter’s Five Forces model is essential to evaluate Jetstar Airways’ competitive advantage as it was established in 2003 as a low-cost airline by its parent company-
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Depreciation at Delta Airline and Singapore Airlines (A) Objective Summary: To explore the effects of depreciation changes by Delta Airlines and Singapore Airlines (A) made in 1989 and 1993. 1. Calculate the annual depreciation expense that Delta and Singapore would record for each $100 gross value of aircraft. Depreciation Expense = (Asset Value – Salvage Value) / Depreciable Life a. Delta Airlines | | Prior to 7/1/1986 | 7/1/1986 -3/31/1993 | 4/1/1993 Onward |
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Social Mobility refers to the ability to change individual social class either by moving upwards or downwards in the stratification system (upper‚ middle and lower income group). There are four kinds of social mobility. Firstly by inter-generation‚ such as when a child surpasses his or her parents’ social class. Secondly by intra-generation‚ such as when a business success led an individual in change of social class. Thirdly would be horizontal mobility‚ moving in the same category‚ for example‚
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3110 L1 Case Report: Southwest Airlines What is SWA’s competitive strategy? What does it take to execute the competitive strategy? The SWA has adopted ‘Cost Leadership’ as its competitive advantage. And it has achieved low cost through numerous ways. To commence with‚ the Southwest workforce routinely turn around an aircraft in only 15 minutes and its gates are manned by a single agent and have a ground crew of six or fewer‚ which are much lower than other airlines. In other words‚ the SWA needs
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SINGAPORE SPORTS HUB Understanding the industry environment Singapore Sports Hub 35-hectare‚ S$1.87 billion project 55‚000 capacity with a retractable roof and movable tiered seating 6‚000 – capacity OCBC Aquatic Centre 3‚000 – capacity OCBC arena Water Sports Centre featuring dragon boating‚ kayaking and canoeing 41‚000 sqm retail mall The iconic Singapore Indoor stadium Singapore Sports Museum Sports Hub Library Daily community facilities and activities
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