Ryanair Strategic Position Between 2006 and Today 1. Introduction According to Barrett (2004)‚ the emergence of budget carrier in Europe is due to the economic recession‚ deregulation of the European aviation industry and integration of market. Ryanair is one of the most successful low budget carriers in Europe as it claimed itself as the biggest budget carrier in Europe by passenger number according to its 2010 annual report. Ryanair is renowned for its clear-cut cost cutting objective
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Proceedings of the 13th Asia Pacific Management Conference‚ Melbourne‚ Australia‚ 2007‚ 431-436 Competitive Strategy for Low Cost Airlines Hongwei Jiang RMIT University‚ Australia Abstract The aim of this paper is to identify challenge faced to Low-Cost Carriers (LCCs) or Low-Cost Airlines and provide new insights into the development and competitive strategy for LCCs. LCCs are still a relatively new phenomenon in Australia since Virgin Blue and Jetstar came to the market. There are over 30 LCCs have been
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available due to airline layoffs. Moreover‚ the acquisition was welcomed by the Malaysian government‚ which hoped to boost the under-used Kuala Lumpur International Airport (“KLIA”). Fernandes restructured AirAsia into the first no-frills‚ low-cost carrier (“LCC”) in Asia‚ and the new business model was a huge success. The company generated impressive profits after its relaunch in January 2002‚ and soon inspired many LCC followers in the region. Being innovative down to the corporate bone‚ AirAsia
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Reported Airline Ancillary Revenue Surged to $27.1 Billion in 2012—Up 19.6% in One Year Analysis from IdeaWorksCompany‚ sponsored by CarTrawler‚ adds Air France/KLM‚ Korean Air‚ and Virgin Atlantic to the list of top ancillary revenue carriers for 2012. Dublin‚ Ireland & Shorewood‚ Wisconsin‚ USA‚ 05 June 2013: IdeaWorksCompany‚ the foremost consultancy in the area of airline ancillary revenues‚ and CarTrawler‚ the leading provider of online car rental distribution systems‚ today announce the
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AirAsia can minimize cost substantially compared to Full-service carrier. Apart from Cost leadership‚ AirAsia also provide differentiation competitive advantages‚ according to the ambition of being a low-cost but high-quality and innovative airline. AsiaAsia offer many new experiences to users‚ such as full-electronic booking system‚ Short-Messaging Service booking‚ and Self check-in counter‚ etc. Due to Joint Venture with local carrier in SE Asia countries‚ AirAsia can expand route’s variety rapidly
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Table of Contents Introduction 3 Company Background 3 Scoot 3 Products and Offerings 4 Why Scoot? 5 Critical Analysis 5 External Environment - PESTEL 5 Political 6 Economic 6 Social 7 Technological 7 Environmental 7 Legal 8 Industry Analysis - Porter’s Five Forces 8 Bargaining Power of Customers 9 Bargaining Power of Suppliers 9 Intensity of Competition 10 Threat of New Entrants 10 Threat of Substitutes 10 Internal Analysis 11 Resource Based View 11 Competitor Analysis 12 SWOT Analysis 12 Conclusion
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ADVERTISING AND BRAND MANAGEMENT TOPIC: KINGFISHER AIRLINES IN AVIATION INDUSTRY Instructor: Prof. JAYA GOPALKRISHNAN Submitted By: SOMNATH SAHA PGPM/09-11/ 108 ASHIS ROUTRAY PGPM/09-11/ 70 CHINMAYA KUMAR TRIPATHY PGPM/09-11/ 76 PREETI PGPM/09-11/ 94 MRITYUNJOY DUTTA PGPM/09-11/ 86 SOUMYARANI PANDA PGPM/09-11/ 110
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Analysis of Shareholdings List of Properties Held Notice of Annual General Meeting Proxy Form More Than Just Low Fares vision & strategy Management Strategy Maximise Shareholders’ Value AirAsia’s goal is to establish itself as a leading low cost carrier in Asia. The principal components of AirAsia’s strategy are as follow: • • • • Profit creation by expanding business reach within Asia Expand routes and network via a prudent calculated manner Invest and enhance brand – raising investors’ returns
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Introduction to the Organisation “AirAsia” as their motto “Now everyone can fly” as stated in ‘Airlines Malaysia’ (2010)‚ truly made possible for every class of passengers to get to their destinations‚ at minimal cost with LCC (Low Cost Carrier) principles‚ in Asia-Pacific counties. Established as “AirAsia” from 2001‚ KLIA (Kuala Lumpur International Airport) became its first LCCA and since then services have only superior‚ bit by bit. The organization has opened a sister service named
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1. Outlook of Domestic and International Tourism in the Philippines: • According to the Philippine National Tourism Development Plan 2011-2016‚ DOT wanted the Philippines to be a must-experience destination in Asia. With that strategic vision‚ they established a general goal which is to develop an environmentally and socially responsible tourism that delivers more widely distributed income and employment opportunities as indicated by 6.6 M international arrivals and 34.8 M domestic travellers generating
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