China Eastern Airlines is a major Chinese airline based in Shanghai. It operates international, domestic, and regional routes with its main hubs in Shanghai, Kunming, and Xi'an. As the second largest airline in China, it transports over 70 million passengers annually and is a member of the SkyTeam airline alliance along with its subsidiary Shanghai Airlines. China Eastern operates a fleet of Airbus and Boeing aircraft on routes throughout Asia, North America, and Australia.
The document discusses the history and development of the aviation industry in India. It notes that the industry was nationalized in 1953 with Air India taking over international routes and Indian Airlines Corporation taking over domestic routes. It merged several pre-independence domestic airlines. The industry saw growth with the introduction of new aircraft types from the 1950s. By the 1990s, economic liberalization led to increased competition from private airlines. The current scenario outlines that India now has the 9th largest civil aviation market in the world with over 450 airports and growing passenger traffic. Major players in the charter flight industry are also introduced.
The document discusses the concept of an aerotropolis, which centers economic development around airports and air transportation. It provides examples of aerotropolises that have been developed, particularly in Dubai. Dubai has created special economic zones near its airport focused on industries like manufacturing, healthcare, education, and finance. The document also discusses the rapid growth of major airlines in Gulf countries and the opportunities and risks this presents. Key risks include overbuilding of airport capacity, political instability, falling oil prices, and perceptions of unfair subsidies.
China Southern Airlines - 10 Year Emergent Threat AnalysisAdam Marriott
10 Year forecast of global emerging threats to China Southern Airlines, with focus on development of domestic high speed rail, fuel prices, maintaining growth in China, economic downturn, governmental influence.
This document provides an overview of Malaysia Airlines (MAS) and its Business Turnaround Plan (BTP) implemented in 2006. MAS is Malaysia's national carrier, incorporated in 1937. By 2006, MAS was facing significant losses due to factors like increased competition and costs. The BTP aimed to turn MAS' financial situation around through initiatives like improving customer service, operational excellence, strong financial management, and empowering employees. The BTP successfully turned MAS from a RM1.3 billion loss in 2005 to a RM610 million profit in 2007.
China Eastern Airlines is a major Chinese airline based in Shanghai. It operates international, domestic, and regional routes with its main hubs in Shanghai, Kunming, and Xi'an. As the second largest airline in China, it transports over 70 million passengers annually and is a member of the SkyTeam airline alliance along with its subsidiary Shanghai Airlines. China Eastern operates a fleet of Airbus and Boeing aircraft on routes throughout Asia, North America, and Australia.
The document discusses the history and development of the aviation industry in India. It notes that the industry was nationalized in 1953 with Air India taking over international routes and Indian Airlines Corporation taking over domestic routes. It merged several pre-independence domestic airlines. The industry saw growth with the introduction of new aircraft types from the 1950s. By the 1990s, economic liberalization led to increased competition from private airlines. The current scenario outlines that India now has the 9th largest civil aviation market in the world with over 450 airports and growing passenger traffic. Major players in the charter flight industry are also introduced.
The document discusses the concept of an aerotropolis, which centers economic development around airports and air transportation. It provides examples of aerotropolises that have been developed, particularly in Dubai. Dubai has created special economic zones near its airport focused on industries like manufacturing, healthcare, education, and finance. The document also discusses the rapid growth of major airlines in Gulf countries and the opportunities and risks this presents. Key risks include overbuilding of airport capacity, political instability, falling oil prices, and perceptions of unfair subsidies.
China Southern Airlines - 10 Year Emergent Threat AnalysisAdam Marriott
10 Year forecast of global emerging threats to China Southern Airlines, with focus on development of domestic high speed rail, fuel prices, maintaining growth in China, economic downturn, governmental influence.
This document provides an overview of Malaysia Airlines (MAS) and its Business Turnaround Plan (BTP) implemented in 2006. MAS is Malaysia's national carrier, incorporated in 1937. By 2006, MAS was facing significant losses due to factors like increased competition and costs. The BTP aimed to turn MAS' financial situation around through initiatives like improving customer service, operational excellence, strong financial management, and empowering employees. The BTP successfully turned MAS from a RM1.3 billion loss in 2005 to a RM610 million profit in 2007.
David Fei - Session 1: The Global Airport Cities Report: The Latest Project N...Global Airport Cities
This document summarizes plans for expanding Taoyuan International Airport in Taiwan. It discusses:
1. Plans to build a new Terminal 3 and third runway to increase the airport's passenger and flight capacity from the current 32 million passengers per year to 86 million by 2042.
2. Developing the surrounding Taoyuan Aerotropolis region through integrated planning to transform the airport into an economic hub connected to major cities in Taiwan.
3. The challenges of competing with other airports in the region but the opportunities for Taiwan to promote its industries, culture, tourism and food on the global stage through expansion of the airport.
This document discusses the potential threat that low-cost carriers (LCCs) expanding into long-haul flights could pose to established carriers in Asia. While some analysts are skeptical of LCCs' ability to succeed on long routes, others believe they can retain a 20% cost advantage over full-service carriers. If LCCs do break into the long-haul market, it could force established carriers to lower prices and margins. However, LCCs face challenges as they require high-load factors and access to hub airports to connect short-haul flights. While the Asian market is promising for LCC growth, Southeast Asian carriers have greater cost advantages over those in Northeast Asia.
A term project submitted in partial fulfillment of the requirements of 1210327 Thai Aviation Business in Global Aviation Industry course,
Mae Fah Luang University,
First semester, 2014
This document summarizes a presentation on the aviation boom in India and ASEAN. It notes that Asia has become a major aviation market, with over 1 billion passengers traveling within the region annually. India's domestic passenger traffic has grown at an average annual rate of 13.7% over the past 10 years, faster than any other major market. India is expected to become the third largest aviation market by 2025. Open skies agreements between India and ASEAN countries are fueling more international air travel and tourism between the regions.
The presentation discusses the challenges facing the Indian aviation industry. It notes that while the industry grew rapidly over the last decade, it is now facing several issues. These include a large debt burden carried by the major airlines, excess capacity as new aircraft are delivered during an economic slowdown, high fuel costs, lack of adequate infrastructure and airport facilities, environmental and land acquisition clearances slowing expansion, and a shortage of trained technical personnel. Addressing these challenges will be key for the industry to sustain its growth in the future.
- Emirates Airlines is the largest airline in the Middle East and is emerging as a global brand. It has won numerous awards for its high quality service and young fleet.
- Emirates flies to over 75 destinations worldwide with over 12 million passengers annually. It has seen strong growth, opening new routes and posting record profits in recent years.
- The airline's focus on excellent customer service, continuous improvement, and strategic expansion has allowed it to become one of the most profitable airlines globally and an exemplar of how to build a strong international brand from the Middle East.
The Pakistan aviation industry began in 1946 with the founding of Orient Airways, which later merged with Pakistan International Airlines (PIA) in 1955 to become the national flag carrier. PIA operates domestic and international flights to over 70 destinations across Asia, the Middle East, Europe and North America. There are 36 operational airports in Pakistan, with Karachi, Lahore, and Islamabad serving as the major hubs. The aviation industry contributes approximately 1% to Pakistan's GDP, compared to a global average of 3.4%. Major players in the industry include PIA, Airblue, and Shaheen Airlines. The government is taking steps to improve infrastructure and regulate competition between airlines to support growth in the sector.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
Airport Infrastructure Keeping Up With Demand In Asia PacificMark Clarkson
This document discusses the rapid growth of airport infrastructure and airline capacity in Asia Pacific to keep up with increasing demand. Some key points:
- Airline seat capacity in Asia Pacific reached 1.6 billion in 2014 and has been growing by an average of 8% per year for the past decade.
- China is expected to overtake the US as the world's largest aviation market by 2030, with projections of 1.3 billion passengers by that time.
- While infrastructure projects are planned, there are concerns that some countries like India and Indonesia will struggle to develop infrastructure fast enough to match demand.
- Large hub airports will need to increase capacity the most to concentrate traffic and connections, but runway utilization will
Business Environment - The Aviation Industry - An Environment Factor AnalysisBishnu Kumar
The aviation industry is a global industry that transports people and cargo around the world via aircraft. It has experienced significant growth over the past few decades and is projected to continue growing. The industry faces challenges such as high fuel costs, currency fluctuations, and economic downturns that can negatively impact profitability. Major players in the industry include airlines, aircraft manufacturers, and airport operators. The Indian aviation industry has grown rapidly in recent years since liberalization, led by private airlines and low-cost carriers. It is projected to continue strong growth driven by rising incomes and passenger traffic.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
• Analyzing every customer’s aims, objectives and purpose of research
• Using advanced and latest tools and technique of research and analysis
• Coordinating and including their own ideas and knowledge
• Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document is a project report submitted by Shreerraj Hariharan to fulfill the requirements for a Master's degree in Commerce from the University of Mumbai. The project examines the aviation sector in India. It includes a declaration by the student, certificates from internal and external examiners and the principal, and an acknowledgement of guidance received. The contents section provides an outline of the report, which will cover the history of aviation in India, relevant policies, key players, infrastructure, trends and recommendations. The report was conducted under the guidance of Professor C.V. Hari Narayan.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
This short document discusses a music selection titled "Tengo La camisa Nera" by Z. Juanez that could potentially be used in a PowerPoint presentation created by Doina. The document provides the title of a song and mentions a PowerPoint but does not include any other details.
This short document contains phrases and fragments that do not form complete sentences or convey a clear message. The phrases include references to images, smoothness, a mummy, a pilot's rest, something said, sitting, and a stairway to heaven.
Okay, stock photos suck, I know. But sometimes you just need to use them instead of getting custom photography. So what can we do to ensure your stock photography still looks cool, original, and carries your brand's messages. This presentation offers up 4 awesome tips for achieving coolness even when using the dreaded stock photos that plague marketing materials around the globe. I hope you find it useful, and if you do please pass it on to your friends and fellow marketers. We could all use some help in the stock photo area.
All the stats, data, and trends you need to understand the state of the internet, social media, and mobile in Western Asia in 2017. This report is part of a suite of reports brought to you by We Are Social and Hootsuite - read all the other reports for free at http://www.slideshare.net/wearesocialsg/presentations
David Fei - Session 1: The Global Airport Cities Report: The Latest Project N...Global Airport Cities
This document summarizes plans for expanding Taoyuan International Airport in Taiwan. It discusses:
1. Plans to build a new Terminal 3 and third runway to increase the airport's passenger and flight capacity from the current 32 million passengers per year to 86 million by 2042.
2. Developing the surrounding Taoyuan Aerotropolis region through integrated planning to transform the airport into an economic hub connected to major cities in Taiwan.
3. The challenges of competing with other airports in the region but the opportunities for Taiwan to promote its industries, culture, tourism and food on the global stage through expansion of the airport.
This document discusses the potential threat that low-cost carriers (LCCs) expanding into long-haul flights could pose to established carriers in Asia. While some analysts are skeptical of LCCs' ability to succeed on long routes, others believe they can retain a 20% cost advantage over full-service carriers. If LCCs do break into the long-haul market, it could force established carriers to lower prices and margins. However, LCCs face challenges as they require high-load factors and access to hub airports to connect short-haul flights. While the Asian market is promising for LCC growth, Southeast Asian carriers have greater cost advantages over those in Northeast Asia.
A term project submitted in partial fulfillment of the requirements of 1210327 Thai Aviation Business in Global Aviation Industry course,
Mae Fah Luang University,
First semester, 2014
This document summarizes a presentation on the aviation boom in India and ASEAN. It notes that Asia has become a major aviation market, with over 1 billion passengers traveling within the region annually. India's domestic passenger traffic has grown at an average annual rate of 13.7% over the past 10 years, faster than any other major market. India is expected to become the third largest aviation market by 2025. Open skies agreements between India and ASEAN countries are fueling more international air travel and tourism between the regions.
The presentation discusses the challenges facing the Indian aviation industry. It notes that while the industry grew rapidly over the last decade, it is now facing several issues. These include a large debt burden carried by the major airlines, excess capacity as new aircraft are delivered during an economic slowdown, high fuel costs, lack of adequate infrastructure and airport facilities, environmental and land acquisition clearances slowing expansion, and a shortage of trained technical personnel. Addressing these challenges will be key for the industry to sustain its growth in the future.
- Emirates Airlines is the largest airline in the Middle East and is emerging as a global brand. It has won numerous awards for its high quality service and young fleet.
- Emirates flies to over 75 destinations worldwide with over 12 million passengers annually. It has seen strong growth, opening new routes and posting record profits in recent years.
- The airline's focus on excellent customer service, continuous improvement, and strategic expansion has allowed it to become one of the most profitable airlines globally and an exemplar of how to build a strong international brand from the Middle East.
The Pakistan aviation industry began in 1946 with the founding of Orient Airways, which later merged with Pakistan International Airlines (PIA) in 1955 to become the national flag carrier. PIA operates domestic and international flights to over 70 destinations across Asia, the Middle East, Europe and North America. There are 36 operational airports in Pakistan, with Karachi, Lahore, and Islamabad serving as the major hubs. The aviation industry contributes approximately 1% to Pakistan's GDP, compared to a global average of 3.4%. Major players in the industry include PIA, Airblue, and Shaheen Airlines. The government is taking steps to improve infrastructure and regulate competition between airlines to support growth in the sector.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
Airport Infrastructure Keeping Up With Demand In Asia PacificMark Clarkson
This document discusses the rapid growth of airport infrastructure and airline capacity in Asia Pacific to keep up with increasing demand. Some key points:
- Airline seat capacity in Asia Pacific reached 1.6 billion in 2014 and has been growing by an average of 8% per year for the past decade.
- China is expected to overtake the US as the world's largest aviation market by 2030, with projections of 1.3 billion passengers by that time.
- While infrastructure projects are planned, there are concerns that some countries like India and Indonesia will struggle to develop infrastructure fast enough to match demand.
- Large hub airports will need to increase capacity the most to concentrate traffic and connections, but runway utilization will
Business Environment - The Aviation Industry - An Environment Factor AnalysisBishnu Kumar
The aviation industry is a global industry that transports people and cargo around the world via aircraft. It has experienced significant growth over the past few decades and is projected to continue growing. The industry faces challenges such as high fuel costs, currency fluctuations, and economic downturns that can negatively impact profitability. Major players in the industry include airlines, aircraft manufacturers, and airport operators. The Indian aviation industry has grown rapidly in recent years since liberalization, led by private airlines and low-cost carriers. It is projected to continue strong growth driven by rising incomes and passenger traffic.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
• Analyzing every customer’s aims, objectives and purpose of research
• Using advanced and latest tools and technique of research and analysis
• Coordinating and including their own ideas and knowledge
• Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document is a project report submitted by Shreerraj Hariharan to fulfill the requirements for a Master's degree in Commerce from the University of Mumbai. The project examines the aviation sector in India. It includes a declaration by the student, certificates from internal and external examiners and the principal, and an acknowledgement of guidance received. The contents section provides an outline of the report, which will cover the history of aviation in India, relevant policies, key players, infrastructure, trends and recommendations. The report was conducted under the guidance of Professor C.V. Hari Narayan.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
This short document discusses a music selection titled "Tengo La camisa Nera" by Z. Juanez that could potentially be used in a PowerPoint presentation created by Doina. The document provides the title of a song and mentions a PowerPoint but does not include any other details.
This short document contains phrases and fragments that do not form complete sentences or convey a clear message. The phrases include references to images, smoothness, a mummy, a pilot's rest, something said, sitting, and a stairway to heaven.
Okay, stock photos suck, I know. But sometimes you just need to use them instead of getting custom photography. So what can we do to ensure your stock photography still looks cool, original, and carries your brand's messages. This presentation offers up 4 awesome tips for achieving coolness even when using the dreaded stock photos that plague marketing materials around the globe. I hope you find it useful, and if you do please pass it on to your friends and fellow marketers. We could all use some help in the stock photo area.
All the stats, data, and trends you need to understand the state of the internet, social media, and mobile in Western Asia in 2017. This report is part of a suite of reports brought to you by We Are Social and Hootsuite - read all the other reports for free at http://www.slideshare.net/wearesocialsg/presentations
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
Case Study on GETTING AIRLINES ALLIANCES OFF THE GROUNDAJ Raina
This case study on GETTING AIRLINES ALLIANCES OFF THE GROUND (International Business) was prepared by the students of Era Business School, New Delhi (PGDM 2012-14 batch)
AirAsia was launched in 2002 and has since grown rapidly to become a leading low-cost airline in Asia. It now operates over 130 routes across Asia with a fleet of 93 aircraft. AirAsia benefits from supportive government policies in Malaysia and other countries, but also faces challenges such as fluctuating fuel prices and increased competition from other low-cost carriers. The company leverages opportunities presented by trends like urbanization and rising incomes in Asia to continue its growth.
This document analyzes the strategic management of Malaysian Airlines. It discusses the airline's history, competitive advantages, a PEST/SWOT analysis, Porter's 5 forces framework, value chain analysis, and conclusions/recommendations. Malaysian Airlines was founded in 1937 and operates mainly out of Kuala Lumpur International Airport. It faces competition from other airlines like Air Asia but maintains competitive advantages through lower prices, good service, and brand recognition. The macro environment in Asia presents opportunities for growth but also threats from factors like rising fuel costs and changing regulations.
SQUEEZE PLAYfalseThomas, Geoffrey. Air Transport World48.6.docxboadverna
SQUEEZE PLAY
false
Thomas, Geoffrey
.
Air Transport World
48.6
IT HARDLY IS NEWS THAT THE EMERGENCE IN THE ASIA/PACIFIC REGION of multinational low-cost carriers modeled on the leading LCCs in North America and Europe has transformed and reinvigorated the inter-Asia travel market. But while most of the attention is focused on the impact these upstarts are having on major network/flag carriers, a less public battle is going on as Asia's niche airlines - SilkAir, Nok Air and Bangkok Airways, for example - find their space being challenged by the low-fare wave as well.
Neither full-service nor LCC, this band of carriers has fulfilled a role somewhat analogous to the holiday and charter airline segment in Europe, albeit on a much smaller scale. Some are standalone entities plying short-haul routes with turboprop and small jet aircraft. Others exist as part of a major airline organization, flying the last leg of a transcontinental journey into an Asia/Pacific vacation destination. The question is how long they can continue in their role in the face of changing travel patterns and consumer behavior brought on by LCCs, the Internet and rising GDPs.
A key year for them is 2015, when Southeast Asia's Open Sky Agreement comes into effect, allowing unlimited flights to all 10 ASEAN members: Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. Any protections they enjoy from restrictive bilaterals will disappear and they will be fully exposed to aggressive competition from today's batch of LCCs and future new entrants.
Perhaps Thailand presents the best microcosm of the wider challenges facing niche airlines. When Thai AirAsia was launched in 2004 with the political support of the government, Thai International Airways, itself government-owned, responded by establishing Nok Air, in which it holds a controlling 39% stake. But as so often happens in such situations (think
British Airways
and Go or Continental Airlines and CALite), Nok Air and its parent were more at war with each other than with the new entrant. While Thai AirAsia has come from nothing to operate a fleet of 19 new Airbus A320s serving 24 domestic and international destinations, Nok Air has just 10 aging Boeing 737-400s and two ATR 72s serving 17 domestic points.
The future for Nok may be a bit rosier. CEO Patee Sarasin told eTN in 2009 that the airline, which at the time was carrying fewer than 2 million passengers a year, had "buried the hatchet" with its owner and the two now had common goals. "It is true that we had difficulties in the past to cooperate as we lacked a common vision," he said. "We are now ready to cooperate again."
Prior to the makeup, Thai was considering selling its interest in Nok or assuming 100% control to make it a more effective competitor to Thai AirAsia, although in actuality a takeover might not have been possible owing to the refusal of other shareholders to sell. Part of the new agreement was a realignmen.
38 • CASES IN THE ENVIRONMENT OF BUSINESSIt was July in 20.docxgilbertkpeters11344
38 • CASES IN THE ENVIRONMENT OF BUSINESS
It was July in 2003. Mr. Chew Choon Seng, the
CEO of Singapore International Airlines (SIA),
put away the analyst reports that he had been
poring over. Mr. Chew had just taken over the job
of CEO from Mr. Cheong, who had retired after
a long and spectacularly successful tenure at the
helm of one the world’s most admired airlines.
Mr. Chew’s initial tenure was, however, fraught
with challenges.
Reeling from the fallout of the SARS (Severe
Acute Respiratory Syndrome) outbreak in
Singapore, Hong Kong, China, and neighboring
regions which decimated passenger traffic, SLA
had laid off over 400 employees in June to bring
down its operating costs. An additional 156 cabin
crew staff were laid off in late July. Senior man
agement salary cuts averaging 22% had been
announced, and negotiations were on with cabin
and ground staff for further wage cuts. SARS,
unfortunately, accompanied the outbreak of
hostilities in Iraq, which itself dampened traffic
through the prime Middle East markets. Faced
with rising breakeven load factors,’ the company
appeared to have no choice but to trim its operat
ing costs. However, these moves were viewed
with widespread skepticism since SIA had
the full backing of its majority shareholder, the
Government of Singapore, a stance that the
unions deemed unfriendly. Some believed that
the company was using SARS and the Iraq war
as convenient excuses to downsize. Analysts
feared that these moves could have a negative
impact on employee morale and, consequently,
on passenger service, the hallmark of SIA’s
business strategy.
SIA had built its enviable track record around
its superior strategy of differentiation. While this
approach had worked for a long time, there were
some chinks in the armor that were becoming
evident. Competitors had been quick to copy
many of the remarkable service innovations
pioneered by SIA. The avenues for tangible dif
ferentiation that SIA had used in the past had
become the norm. Every major air carrier now
offered a choice of meals in economy class,
innovative entertainment options in the cabins,
and all the trappings of luxury that used to be the
sole domain of SIA. Of particular concern was
the increasing competition from international
carriers headquartered in neighboring countries,
such as Thai Airways, Cathay Pacific, Malaysian,
and Qantas. These earners had learned to dupli
cate some ofthe key features of SIA’s competitive
strategy, from recruitment to in-flight service and
fleet management. This placed growing pressure
on the firm to refine its differentiation strategy.
Low-cost carriers were beginning to make
their presence felt in Asia for the first time. Some
local fimis such as Air Asia and Virgin Bluewe
ramping up to offer regional low-cost services .
THUNDERBIRD
THE GARVIN SCHOOL OF
INTERNATIONAL MANAGEMENT
SINGAPORE INTERNATIONAL AIRLINES:
PREPARING FOR TURBULENCE AHEAD
Prepared by Professor Kannan Ramaswamy
Copyright 0 2004 Thunderbird, Th.
The document discusses METRIC Global, an investment advisory firm focused on the aviation and tourism sectors. It provides details on METRIC Global's deals, management team, and outlook on the aviation industry globally. The aviation industry is expected to see sustained growth driven by emerging markets like China and India. However, increasing costs and overcapacity remain challenges. Consolidation and improving efficiency will be important for the industry going forward. METRIC Global sees opportunities for deals involving companies like Alitalia and XL Leisure Group.
Air Cargo Market Analysis Share, Growth, Trends and Future Prospectsjitendra more
The document discusses trends in the global air cargo market. It notes that globalization and shifting manufacturing has driven changes in the air cargo industry over recent decades. Factors like e-commerce and demand for real-time tracking are fueling growth in the air cargo market. Asia Pacific currently dominates the market due to factors like growing e-commerce and manufacturing. However, uncertainty from issues like Brexit and trade wars may challenge future growth in the air cargo market.
By 2009, air asia had established itself as asia’s most successRAJU852744
By 2009, AirAsia had established itself as Asia's most successful low-cost airline, growing from 2 aircraft and 200,000 passengers in 2002 to 79 aircraft and 11.8 million passengers. It had expanded its route network beyond Malaysia to 10 Southeast Asian countries. Through its hub-and-spoke model and associated airlines in Thailand and Indonesia, AirAsia was the world's lowest-cost airline and one of the most profitable. In 2007, AirAsia began expanding into long-haul flights, departing from the typical low-cost carrier model of only short flights, in an effort to become a global airline.
By 2009, air asia had established itself as asia’s most successhoney690131
By 2009, AirAsia had established itself as Asia's most successful low-cost airline, expanding from 2 aircraft and 200,000 passengers in 2002 to 79 aircraft and 11.8 million passengers. It had adapted the low-cost carrier model to Southeast Asia while preserving key operational features. In 2007, AirAsia embarked on long-haul flights, departing from the typical low-cost carrier model of only short flights, in an attempt to become a global airline. The case examines AirAsia's strategy, culture, and operations that enabled its growth into one of the world's most profitable airlines.
Analysis of Financial Statements of KingfisherDivya Tibrewal
This document provides a timeline of key events in the history of Kingfisher Airlines from its founding in 2003 until it ceased operations in 2012. It outlines the airline's expansion efforts, financial struggles as it reported continuous losses, debt issues, grounding of flights due to non-payment of dues to airports and other authorities, and eventual shutdown as its license was revoked in 2013 after suspending all operations the previous year. The timeline highlights the airline's challenges in maintaining profitability and payments to employees and creditors in a highly competitive industry environment.
The Middle East aviation market is growing rapidly due to factors like population growth, tourism, and limited rail infrastructure. However, there is a shortage of skilled aviation professionals, especially pilots, to meet the demands of the growing fleet sizes and traffic. This shortage presents a major business opportunity for aviation training centers and academies to help address the need for over 37,000 new pilots over the next 20 years. Several airlines are establishing their own training programs, but there remains a gap for new private entrants to enter the aviation training market and help fulfill the large demand for pilots and technicians in the fast-growing Middle East aviation industry.
BOI recognizes the importance of the aerospace industry and offers a wide range of tax and non-tax incentives for projects that meet national development objectives.
BOI recognizes the importance of aerospace industry and offers a wide range of tax and non-tax incentives for projects that meet national development objectives.
Nagging Dilemmas in Airport Expansion (and how to deal with them)Darwin Jayson Mariano
The document discusses key challenges facing airport operators regarding airport expansions. It notes that Asia Pacific is projected to overtake North America as the top region for air traffic by 2030 due to rapid urbanization and economic growth in developing countries. However, airport expansions require careful planning to address issues such as return on investment versus cost of capital, aligning infrastructure with airline fleet and passenger growth plans, implementing strong security measures while maintaining passenger experience, and balancing economic benefits with environmental concerns. The document promotes attending the Airfield Engineering and Asset Maintenance 2013 conference to learn best practices for ensuring operational efficiency and safety in airfield expansions and maintenance.
This document provides an introduction to a dissertation that will analyze customer satisfaction between legacy carrier Emirates Airlines and low-cost carriers in the UAE. The study aims to compare the operational efficiency and customer satisfaction levels between Emirates and low-cost carriers. It will examine the demographic and behavioral differences between customers that choose each type of airline. The document outlines the problem identification, objectives, hypotheses, data collection sources and analysis plan for the study.
This document summarizes and compares the financial performance of Malaysia Airlines (MAS) and Air Asia based on an analysis of their financial ratios from 2009. The analysis finds that MAS had stronger liquidity, profitability, and solvency ratios compared to Air Asia in 2009. Specifically, MAS had higher current, acid-test, receivable turnover, return on assets, asset turnover, return on equity, and earnings per share ratios. Based on this analysis, the document recommends that prospective investors invest in MAS as it is expected to provide more favorable returns.
This document discusses the influence of the internet and government on Porter's five forces model for Air Asia in the airline industry. It summarizes the five forces as rivalry among existing firms, threat of new entrants, threat of substitute products, bargaining power of buyers, and bargaining power of suppliers. It then discusses how the internet influences Air Asia through its use of information technologies and how government policies can impact the industry. The conclusion states that Air Asia has successfully implemented a low-cost strategy but its long-term impact on other airlines remains to be seen, and that cost management will be important for its continued success.
Similar to Asian Aviation: Big Growth, Big Challenges (18)
As the global financial crisis, recent natural disasters and political uprisings have shown us, our global supply chains and ability to deliver are increasingly vulnerable to factors entirely outside our control. Add to that the possibly disruptive new technology such as 3D manufacturing printing, hard-hitting new competitors from emerging markets and falling customer loyalty, and it is easy to wonder if manufacturing CEOs sleep well at night.
Industrial Insights Transportation & Logistics And Supply ChainTKarlsson
Asia's manufacturing landscape is rapidly changing and increasingly complex. While Asian factories have achieved world-class operating standards in some cases, standards vary widely across the region. As Asia's economic influence grows, global manufacturers are shifting their focus to the region for both low-cost production and high-value activities like research, development, marketing and production. Asian manufacturing talent is considered some of the best in the world by business leaders. However, fully understanding Asia's diversity and keeping pace with the region's rapid changes remains a major challenge for companies.
This document discusses redefining leadership for competing in Asia in the 21st century. It covers three parts: leading yourself, leading others, and leading the future. It notes seismic changes like globalization and new generations that are affecting leadership. The rise of Asia Pacific with young CEOs in China and India is shifting power from tenured Japanese CEOs. Future leaders will need to be flexible, drive innovation, lead diverse teams, think globally, and balance short-term profits with long-term sustainability. Contact information is provided to discuss the presentation further.
This presentations to AAPA\'s Materials Management Conference looks at the state of SC in the aviation industry, It focuses on why talent management must become a core activity on a par with corporate finance and strategic planning. Talent must be managed rigorously and globally, with plans that look out to at least three to five years.
Asian Aviation Big Growth, Big Challenges World Private Jet Industry Conf...TKarlsson
Asia’s aviation sector is poised for strong growth but faces many challenges; strong leadership is essential in the coming years to not only ensure short-term growth but to develop a strong long-term capability.
The Impact on Aerospace Leadership - A Perspective Based on a global Heidrick & Struggles and Team SAI joint Survey
Presentation To: AVIATION Week\'s Eighth MRO Asia Event
By: Torbjorn Karlsson
October 15, 2008
Flying Into A Perfect Storm - Asian Aerospace 2007
Asian Aviation: Big Growth, Big Challenges
1. asian aviation:
big growth, big challenges
By Torbjörn Karlsson
Asia’s aviation sector is poised for strong growth but faces many
challenges; strong leadership is essential in the coming years.
Bangkok’s new Suvarnabhumi Airport is a potent symbol of where things are
going well in Asia’s commercial aviation sector, and an equally potent symbol
of where improvements can be made. Standing by the runway on any given
afternoon, it is possible to observe carriers from all over the world landing and
taking off, as well as dozens of aircraft belonging to low-cost carriers — Thailand
has done an excellent job with open skies agreements, liberalization, and allowing
foreign airlines to enter its market.
On the other hand, bureaucratic meddling has plagued Suvarnabhumi from its
inception, and it was opened years behind schedule. Poor planning resulted in
a number of well-publicized problems that have yet to be resolved. Nonetheless,
Suvarnabhumi and other modern airports in Asia are a testament to the major
role aviation has played in Asia’s development — and the even bigger role it will
play in Asia’s future.
On the surface, the opportunities available to commercial aviation in Asia
are the same as those for other sectors: rising wealth, booming economies,
and increasingly mobile populations. Low-cost carriers are firmly entrenched,
particularly in Southeast Asia, and Asia is now witnessing the advent of low-cost
carriers focused on long-haul routes, recognizing the disproportionate share
of long-haul travel undertaken by Asian carriers. Hong Kong LCC Oasis started
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2. flying the Hong Kong-London route late last year and says it will start flights
to Oakland, California this summer; Singapore’s Tiger Airways is set to launch
a Singapore-Perth service; and Malaysia’s AirAsia has announced it too will enter
the long-haul game. What’s more, professional airport management is taking off
throughout the region, leading to improved profitability at airports and better
operating conditions for carriers.
In a presentation last November, Andrew Herdman, Director General of the
Association of Asia Pacific Airlines (AAPA), gave some idea of the scale of the
aviation industry in Asia — and its potential. He estimated that the combined
2005 operating revenue of airlines in Asia Pacific was US$0 billion, with 340
million domestic and 70 million international passengers carried. Although
Asia has well over half the world’s population, AAPA puts Asia’s share of global
passenger traffic at just 28 percent.
Protectionism is an issue in many countries, particularly in sensitive
industries such as aviation — the region is probably 20 years behind
Europe in terms of deregulating its aviation markets.
But the skies ahead are not entirely clear. Asia is far from being a single,
homogenous place. The political systems of the region’s countries run the gamut
from full-blown democracy to single-party rule. Protectionism is an issue in many
countries, particularly in sensitive industries such as aviation — the region is
probably 20 years behind Europe in terms of deregulating its aviation markets.
Infrastructure is also an issue: World-class airports in cities such as Singapore and
Hong Kong are offset by obsolete airports in cities like Manila and Mumbai.
The sector’s strong growth and rapidly changing business models pose a challenge
for industry leaders. In just 20 years, Asian aviation has gone from being a staid,
cozy sector to a dynamic, innovative business where there is fierce competition
for passengers, routes, and financing. Strong leadership is essential for coping
with the challenges facing the sector. Asia’s airline leaders need to appeal not only
to stakeholders in their home base, but also reach out to stakeholders in far-flung
destinations in other countries — particularly as public concerns about the
environmental impact of aviation grow. At the same time, safety is as important as
ever. Keeping the correct balance between operational necessities and profitability
is a balancing act worthy of the world’s most talented managers.
Last month, former Air New Zealand CEO Ralph Norris (now CEO of
Commonwealth Bank in Sydney) told Heidrick & Struggles that the skills airline
leaders need today include “an ability to think outside the square and challenge
conventional wisdom — and a strategic mindset.” An examination of the
challenges the industry faces throughout the region illustrate the importance
of the strategic mindset Norris refers to.
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Asian Aviation: Big Growth, Big Challenges
3. Asia’s future superpowers, China and India, have the potential to be the world’s
biggest aviation markets, but there is a long way to go. China’s airport infrastructure
is good, but it has yet to liberalize its aviation sector. Three state-controlled carriers
dominate internal travel, and low-cost carriers have yet to appear. Only through
greater competition will the quality of service available in China improve.
India has the opposite problem. Its infrastructure urgently needs expansion
and upgrading, but its deregulated domestic aviation market has resulted in
a dogfight between dozens of private carriers desperate to grow market share.
Poor infrastructure compounds this problem: Scheduling, for example, is often
determined not by business needs, but by issues such as where slots and parking
are available. In the coming years, India’s overcapacity is bound to result in a
painful consolidation.
Thailand, Malaysia, the Philippines, and Indonesia have made good
progress toward opening up their domestic routes to low-cost carriers,
improving service and lowering costs.
In Southeast Asia one finds the full spectrum of what is good and bad in the
Asian aviation business. Thailand, Malaysia, the Philippines, and Indonesia have
made good progress toward opening up their domestic routes to low-cost carriers,
improving service and lowering costs. Some of these moves have been made at
the expense of their flag carriers, but with the exception of Thailand they are
still dubious about throwing open the door to foreign competitors. A limited
ASEAN (Association of Southeast Asian Nations) open skies agreement is likely
to be implemented in 2008, allowing flights between the capital cities of ASEAN
nations, but flights between other cities won’t follow until later.
Japan’s aviation sector is making slow progress toward liberalization, but obstacles
still remain. Infrastructure is prohibitively expensive there, and vested political
interests have resulted in many airports being located too far from city centers.
Startup airlines are starting to appear, although it will be some time before they
present a serious challenge to the country’s heavyweights, Japan Airlines (JAL)
and All Nippon Airways (ANA).
Australia remains unique among the world’s aviation markets, remote from Asia’s
main flight paths, making bilateral air travel agreements difficult to negotiate.
What’s more, Australia is fiercely protective of its own international airlines,
and last year denied Singapore Airlines trans-Pacific flights to the United States.
Nonetheless, the market is innovative, with low-cost carrier JetStar International
now flying to resort destinations in Asia as well as Hawaii. As for flag carrier
Qantas, it is a symbol of the revival of interest in airline stocks: a consortium
recently made a US$8.6 billion bid for the airline, which could end up being
Australia’s largest takeover.
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Asian Aviation: Big Growth, Big Challenges
4. Despite all the regional differences in Asia Pacific, the one common challenge
facing aviation throughout the region is globalization. The airlines of the region
can no longer be viewed as purely domestic companies; expanding international
route networks means they can be stakeholders in dozens of countries.
Globalization as well as the myriad other opportunities and challenges facing the
sector mean strong leadership is more than important then ever at Asia’s carriers.
Despite all the regional differences in Asia Pacific, the one common
challenge facing aviation throughout the region is globalization.
Aviation leadership should be effective not only in the narrow area of developing
a profitable airline business, but also in communicating the key role aviation
will play in the future. This leadership needs to appeal to a whole range of
stakeholders: the public, the region’s governments (many of which are skeptical
about liberalization), and employees — for all aviation’s economic importance,
Asia’s young see careers in other sectors as holding more promise. What’s more,
the world’s surging private equity business will grow increasingly interested in the
region’s aviation sector. This will have huge implications for aviation leadership
given that private equity firms focus firmly on the bottom line — and are often
willing to make profound changes in the boardroom.
The problems at Suvarnabhumi Airport will one day be resolved, just as they
were at Hong Kong’s Chek Lap Kok and at Kuala Lumpur’s International Airport
in the late nineties. Likewise, the challenges facing Asia’s aviation sector will be
overcome in good time. Creative and strong leadership at Asia’s airlines will be
essential in assuring that these obstacles are overcome sooner rather than later.
Torbjörn Karlsson leads the Aviation, Aerospace & Defence Practice in Asia Pacific.
He is also involved in the transportation and supply chain sectors. Prior to joining
Heidrick & Struggles, Torbjörn was vice president, commercial, Asia Pacific for
Honeywell Aerospace. He is based in Heidrick & Struggles’ Singapore office and can be
reached at tkarlsson@heidrick.com or +65 6332 5001 www.heidrick.com
About Heidrick & Struggles International, Inc.
Heidrick & Struggles International, Inc. is the world’s premier provider of senior-level executive
search and leadership consulting services, including talent management, board building, executive
on-boarding and M&A effectiveness. For more than 50 years, we have focused on quality service
and built strong leadership teams through our relationships with clients and individuals worldwide.
Today, Heidrick & Struggles leadership experts operate from principal business centers in North
America, Latin America, Europe and Asia Pacific. For more information about Heidrick &
Struggles, please visit www.heidrick.com.
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Asian Aviation: Big Growth, Big Challenges