SJelena Orheim Milisic, Sasha Djakovic and Pavel Maksimovaski explains the air consolidation business and the benefits for operators, airlines and the environment
Scandjet started as a travel agent in 2003 and grew into an air consolidator called Scandjet Aviation Group in 2005. An air consolidator acts as an intermediary that sells blocks of airline seats to tour operators, allowing small and medium tour operators to access prices similar to large operators. Successful consolidators require a large partner network, flexibility, and trust from both airlines and tour operators. The benefits of consolidation include risk management and pricing stability for tour operators, and more efficient sales and route development opportunities for airlines. Scandjet aims to lessen environmental impact through consolidation.
Explanation about cars by iga swri n 27 ipa3sman 2 mataram
Karl Benz invented the first gasoline-powered car in the late 1800s. Gasoline cars provide easy transportation for families but contribute to pollution and health issues from decreased walking and cycling. They are also expensive to purchase and maintain, with high insurance and repair costs. Despite these disadvantages, cars are widely used for transporting people, protecting from the elements, business purposes, touring, and their ability to carry larger groups. The automobile has advanced significantly from its early inventions to the present-day models.
This document provides an overview of Turkish Airlines, including its history, SWOT analysis, competitors, financial figures, and risks. It summarizes that Turkish Airlines was founded in 1933 and has won several awards. It also outlines Turkish Airlines' strengths like its strategic location, weaknesses like high turnover, opportunities in emerging markets, and threats like political risks. The document reviews Turkish Airlines' financial performance and risks related to currency, interest rates, and liquidity. It provides details on Turkish Airlines' approach to managing these financial risks.
Turkish Airlines is the largest airline in Southern Europe and the third largest in Europe. It was founded in 1933 and currently operates services to 167 airports in Europe, Asia, Africa, and the Americas. In recent years, Turkish Airlines has carried over 25 million passengers annually and had annual revenues of over $4 billion US dollars. The airline is based in Istanbul and focuses on providing high quality food and services to passengers.
Amadeus unlocks global rail growth with the introduction of its new merchant model. The new model establishes a simple commercial link to travel agencies, enabling railways to expand their global visibility, reach, and revenue.
The document provides an overview of Turkish Airlines' rankings, figures, brand value, products, and subsidiaries. Some key details include:
- Turkish Airlines is ranked 14th in the world for passenger numbers and flies to more destinations than any other airline, with 261 destinations in 108 countries.
- Passenger numbers have grown significantly between 2005-2014, reaching over 54 million passengers in 2014.
- Turkish Airlines continues to expand its network, adding 19 new destinations in 2014, with additional destinations planned for 2015.
- The airline has a young fleet of over 262 aircraft, with ongoing plans to grow and modernize its fleet.
- Turkish Airlines has a strong brand value through commercials and sponsorships of teams like
Applying break even analysis: Case study of Turkish AirlineFrederick Bacci
Turkish Airlines was established in 1933 and has grown to become the fourth largest airline in the world by destinations served. It operates scheduled flights to 244 destinations in Europe, Asia, Africa, and America. The company's headquarters are in Istanbul, Turkey and it employs over 18,000 people. In 2013, Turkish Airlines reported $18.78 billion in revenue and $683 million in net income. The company aims to become the leading European carrier through maintaining high standards of safety, reliability, quality service while representing Turkey. Breakeven analysis is used to determine the sales or unit volume needed to recover total costs and involves calculating the break-even point using the formula: Break-even Quantity = Total Fixed Costs / (Selling Price
This document provides an overview of Turkish Airlines, including its history since 1933, expansion of international routes, and membership in Star Alliance since 2006. It also analyzes the airline's strengths, weaknesses, opportunities, threats, competitors, and strategies through tools like PEST, SWOT, Porter's generic strategies, and strategic partnerships. In conclusion, Turkish Airlines serves 74 countries and 120 airports as the 4th largest member of Star Alliance.
Scandjet started as a travel agent in 2003 and grew into an air consolidator called Scandjet Aviation Group in 2005. An air consolidator acts as an intermediary that sells blocks of airline seats to tour operators, allowing small and medium tour operators to access prices similar to large operators. Successful consolidators require a large partner network, flexibility, and trust from both airlines and tour operators. The benefits of consolidation include risk management and pricing stability for tour operators, and more efficient sales and route development opportunities for airlines. Scandjet aims to lessen environmental impact through consolidation.
Explanation about cars by iga swri n 27 ipa3sman 2 mataram
Karl Benz invented the first gasoline-powered car in the late 1800s. Gasoline cars provide easy transportation for families but contribute to pollution and health issues from decreased walking and cycling. They are also expensive to purchase and maintain, with high insurance and repair costs. Despite these disadvantages, cars are widely used for transporting people, protecting from the elements, business purposes, touring, and their ability to carry larger groups. The automobile has advanced significantly from its early inventions to the present-day models.
This document provides an overview of Turkish Airlines, including its history, SWOT analysis, competitors, financial figures, and risks. It summarizes that Turkish Airlines was founded in 1933 and has won several awards. It also outlines Turkish Airlines' strengths like its strategic location, weaknesses like high turnover, opportunities in emerging markets, and threats like political risks. The document reviews Turkish Airlines' financial performance and risks related to currency, interest rates, and liquidity. It provides details on Turkish Airlines' approach to managing these financial risks.
Turkish Airlines is the largest airline in Southern Europe and the third largest in Europe. It was founded in 1933 and currently operates services to 167 airports in Europe, Asia, Africa, and the Americas. In recent years, Turkish Airlines has carried over 25 million passengers annually and had annual revenues of over $4 billion US dollars. The airline is based in Istanbul and focuses on providing high quality food and services to passengers.
Amadeus unlocks global rail growth with the introduction of its new merchant model. The new model establishes a simple commercial link to travel agencies, enabling railways to expand their global visibility, reach, and revenue.
The document provides an overview of Turkish Airlines' rankings, figures, brand value, products, and subsidiaries. Some key details include:
- Turkish Airlines is ranked 14th in the world for passenger numbers and flies to more destinations than any other airline, with 261 destinations in 108 countries.
- Passenger numbers have grown significantly between 2005-2014, reaching over 54 million passengers in 2014.
- Turkish Airlines continues to expand its network, adding 19 new destinations in 2014, with additional destinations planned for 2015.
- The airline has a young fleet of over 262 aircraft, with ongoing plans to grow and modernize its fleet.
- Turkish Airlines has a strong brand value through commercials and sponsorships of teams like
Applying break even analysis: Case study of Turkish AirlineFrederick Bacci
Turkish Airlines was established in 1933 and has grown to become the fourth largest airline in the world by destinations served. It operates scheduled flights to 244 destinations in Europe, Asia, Africa, and America. The company's headquarters are in Istanbul, Turkey and it employs over 18,000 people. In 2013, Turkish Airlines reported $18.78 billion in revenue and $683 million in net income. The company aims to become the leading European carrier through maintaining high standards of safety, reliability, quality service while representing Turkey. Breakeven analysis is used to determine the sales or unit volume needed to recover total costs and involves calculating the break-even point using the formula: Break-even Quantity = Total Fixed Costs / (Selling Price
This document provides an overview of Turkish Airlines, including its history since 1933, expansion of international routes, and membership in Star Alliance since 2006. It also analyzes the airline's strengths, weaknesses, opportunities, threats, competitors, and strategies through tools like PEST, SWOT, Porter's generic strategies, and strategic partnerships. In conclusion, Turkish Airlines serves 74 countries and 120 airports as the 4th largest member of Star Alliance.
Turkish Airlines was founded in 1933 and has grown significantly, now operating flights to 167 airports in Europe, Asia, Africa and the Americas. It aims to be the preferred leading European carrier through strict adherence to safety, quality and competitiveness. Key strengths include its large fleet, membership in Star Alliance, frequent flyer loyalty program, and strong financial position backed by government support. Weaknesses include higher prices than competitors and overcapacity at its main Istanbul airport. Opportunities lie in Turkey's tourism and location, while threats include new entrants in the domestic market and risk of terror attacks.
Turkish Airlines was created on May 20, 1933 in Ankara, Turkey with 5 planes and 28 seats. It has since grown to become one of Europe's largest airlines, operating 264 planes and carrying over 58 million passengers in 2014 alone. The airline is headquartered in Istanbul and flies to over 260 destinations worldwide, with plans to expand its fleet to 500 planes in the next 5 years.
Turkish Airlines is Turkey's national flag carrier based in Istanbul. It operates scheduled services to 240 destinations worldwide including 42 domestic routes. Turkish Airlines is a member of Star Alliance and has codeshare agreements with over 30 airlines. Its main hubs are Atatürk International Airport in Istanbul along with secondary hubs in Ankara and Istanbul. The airline carries passengers and cargo on a fleet of over 300 planes that includes Boeing and Airbus aircraft.
This document analyzes the success of Turkish Airlines (THY). It provides an overview of THY's history and operations, serving over 48 million passengers annually to 247 destinations with 228 planes. The document demonstrates THY's success through its strong financial performance, growing passenger numbers and fleet size. It attributes THY's success to factors like commercials, sponsorships, and high quality onboard services, as recognized through international awards for best in-flight entertainment and business class catering. The document concludes that THY is one of the world's best airlines due to these financial, operational and customer service metrics.
The State Airlines Administration was established in Turkey in 1933 with an initial budget of 180 thousand Turkish Liras and a fleet of 5 aircraft. It was later renamed Turkish Airlines in 1955. Turkish Airlines joined IATA in 1956 and began expanding its international and domestic routes and fleet in subsequent decades. However, in recent years Turkish Airlines and the Turkish government have received criticism for negatively impacting customers and employees through political decisions, which can undermine an airline's goal of achieving global leadership through customer satisfaction.
Onur Air is a low-cost airline established in 1992 that is based in Istanbul, Turkey. It operates 29 aircraft serving over 14 domestic routes within Turkey and over 110 international routes to 25 countries. The airline has grown to 1,500 employees and has safely carried over 85 million passengers since 1992, flying to destinations across Turkey as well as in Azerbaijan, Northern Cyprus, Iran, Norway, Ukraine, Denmark, the Netherlands, Austria and Germany.
This document provides a marketing report for EasyJet Airlines. It includes an analysis of EasyJet's external environment through a PEST analysis and competitive environment through Porter's Five Forces. An internal analysis of EasyJet's strengths, weaknesses, opportunities, and threats is also presented using a SWOT analysis. The document then discusses EasyJet's market segmentation, objectives, and marketing mix (7Ps) including digital communication strategies. It aims to thoroughly analyze EasyJet's marketing plan and brand strategy.
Effective Business Strategies in Corporate Travel Marketerya1
The European corporate travel market is worth $327 billion annually, making it attractive yet challenging for airlines. It is expanding despite economic downturns but corporations are becoming more cost-conscious. Airlines face intense competition from both legacy carriers and low-cost carriers. Major challenges include economic instability, accelerating liberalization, the low-cost carrier revolution, and high fuel prices. Airlines are implementing strategies like alliances and loyalty programs, focusing on social responsibility, using hub networks, and developing premium classes and low-cost business models to compete in this complex market.
This document provides an overview of Air Charter United's (ACU) air transport services including passenger services, cargo services, aircraft leasing, and aviation management. ACU's vision is to be a preferred, solution-oriented, customer-centric, collaborative, and safety-focused provider on selected routes. Their mission is to provide international air transport services including non-scheduled passenger flights, global cargo transport, aircraft leasing, and aviation management. They have offices in Fujairah, UAE and collaborate with partners to offer services worldwide.
This document discusses considerations for expanding the corporate air taxi market in Europe. It notes that choice of aircraft type and managing funding issues are critical factors. The commercial airline price benchmark is moving down, so air taxis must generate positive cash flow sooner rather than later to compete. Access to funding is a primary challenge since financiers want returns within a short window, and competition is high for limited financing from other industries. Aircraft performance must closely match customer demand characteristics to expand the market successfully.
EasyJet aims to provide low fares and frequent flights between major European airports. It targets both business and leisure travelers. Its marketing mix focuses on keeping costs low to offer the lowest fares possible through features like punctual no-frills flights and an orange brand. EasyJet's website is its main distribution channel and advertisements can be seen all over Europe. Factors like heightened environmentalism, terrorism, and energy crises have increased airline costs, affecting pricing decisions. The competitive airline market and price-elastic demand influence EasyJet's decisions to position itself as a low-cost carrier pursuing good value pricing.
This document appears to be a student project report on a comparative study of two low-cost airlines: Air Asia and Norwegian Air Shuttle. It includes an introduction to the airline industry and low-cost carriers. The objective is to analyze and compare the two airlines' strategies, pricing, marketing, CSR and achievements. Secondary research methods are used, gathering data from the airlines' websites and other online sources. The report also provides profiles of each airline, covering their history, management, vision and goals. It then compares the airlines using SWOT analysis, STP analysis and other metrics.
This document provides information about Emirates Airlines and Lufthansa Airlines. It discusses their key details like founding year, headquarters, CEOs, websites, fleet sizes, and top destinations. It also analyzes their strengths, weaknesses, opportunities and threats. Both airlines offer various services to customers at different stages of travel like consultation through websites and apps, order taking through multiple channels, hospitality inflight, and secure billing and payment options.
This document provides an overview of low-cost or low-frill airlines. It discusses the history and development of the low-cost carrier model globally, including in North America, Europe, Australia/New Zealand, Asia, and India. Key aspects of the low-cost carrier model are described such as cost control strategies, pricing approaches, and operational efficiencies. Specific Indian low-cost carriers IndiGo and SpiceJet are profiled, outlining their business strategies and approaches to achieving low costs and good customer service.
This document provides an overview and comparison of the aviation industries in the UK and Pakistan. It discusses the success story of UK airline EasyJet through its growth over 20 years using a low-cost carrier model. It then examines Pakistan's national aviation policy and commercial airlines landscape. The document analyzes how Pakistani airline Airblue was able to successfully implement risk management strategies like EasyJet to recover from a 2010 crash through cost cuts and new routes. Overall, it concludes that properly managing risks at the right time can help aviation companies overcome challenges and achieve success.
Virgin Atlantic, Marketing, External Environment, Internal Environment, Porter's Five forces Model, IIFM, Indian institute Of Forest Management, Richard Branson
Aircontact is a leading air charter broker that has been in business for over 50 years, providing customized charter solutions worldwide with a focus on safety and responsiveness to customer needs. They have a large team of experienced brokers operating around the clock to arrange both cargo and passenger flights on any aircraft type for a variety of clients. Aircontact maintains high safety and financial standards while delivering cost effective and convenient private charter services.
A startup adventure with the Customer Journey MapSDDMilan
Serena and Chiara Leonardi founded Flyghter and presented how having used the Customer Journey Map helped them in designing Flyghter offering and making it better and better.
- easyJet partnered with Amadeus in 2013 to target the business travel market and increase corporate bookings using Amadeus' Light Ticketing flow.
- Two years later, easyJet's bookings through Amadeus had doubled year-over-year, with business travel representing 20% of easyJet's total bookings.
- The partnership involved easyJet introducing new fares designed for business travelers, making its offerings available through Amadeus' network of travel agencies, and Amadeus providing training and support to promote easyJet's products.
The document discusses services in the airline industry. It provides details about major Indian airlines such as Jet Airways and Kingfisher Airlines. It summarizes that air travel remains a large and growing industry that facilitates economic growth. It also discusses various aspects of service marketing used in the airline industry such as product mix, price mix, promotion mix, and physical evidence.
Pob stage 2 marketing seminar 4 pre studentsmoduledesign
This seminar discusses Easyjet's marketing mix strategies. It begins by examining Easyjet's product proposition, focusing on its core benefit of transportation from point A to B. Next, it analyzes Easyjet's pricing strategy, noting it aims to offer good value through lower prices and a reverse pricing system. The seminar then explores Easyjet's promotional approach, which includes TV commercials, public relations, and direct marketing. Finally, it outlines Easyjet's distribution network of primarily using major airports to offer customers connectivity across Europe.
Pob stage 2 marketing seminar 4 post studentsmoduledesign
This seminar discusses Easyjet's marketing mix strategies. It begins by examining Easyjet's product proposition, focusing on its core benefit of transportation from point A to B. Next, it critically evaluates Easyjet's pricing strategy, noting it adopts value-based pricing and uses a reverse pricing model. It then analyzes Easyjet's promotional strategy, highlighting its use of TV commercials, public relations, and direct marketing. Finally, it explains Easyjet's distribution strategy centers around primary airport routes to increase connectivity across Europe.
Turkish Airlines was founded in 1933 and has grown significantly, now operating flights to 167 airports in Europe, Asia, Africa and the Americas. It aims to be the preferred leading European carrier through strict adherence to safety, quality and competitiveness. Key strengths include its large fleet, membership in Star Alliance, frequent flyer loyalty program, and strong financial position backed by government support. Weaknesses include higher prices than competitors and overcapacity at its main Istanbul airport. Opportunities lie in Turkey's tourism and location, while threats include new entrants in the domestic market and risk of terror attacks.
Turkish Airlines was created on May 20, 1933 in Ankara, Turkey with 5 planes and 28 seats. It has since grown to become one of Europe's largest airlines, operating 264 planes and carrying over 58 million passengers in 2014 alone. The airline is headquartered in Istanbul and flies to over 260 destinations worldwide, with plans to expand its fleet to 500 planes in the next 5 years.
Turkish Airlines is Turkey's national flag carrier based in Istanbul. It operates scheduled services to 240 destinations worldwide including 42 domestic routes. Turkish Airlines is a member of Star Alliance and has codeshare agreements with over 30 airlines. Its main hubs are Atatürk International Airport in Istanbul along with secondary hubs in Ankara and Istanbul. The airline carries passengers and cargo on a fleet of over 300 planes that includes Boeing and Airbus aircraft.
This document analyzes the success of Turkish Airlines (THY). It provides an overview of THY's history and operations, serving over 48 million passengers annually to 247 destinations with 228 planes. The document demonstrates THY's success through its strong financial performance, growing passenger numbers and fleet size. It attributes THY's success to factors like commercials, sponsorships, and high quality onboard services, as recognized through international awards for best in-flight entertainment and business class catering. The document concludes that THY is one of the world's best airlines due to these financial, operational and customer service metrics.
The State Airlines Administration was established in Turkey in 1933 with an initial budget of 180 thousand Turkish Liras and a fleet of 5 aircraft. It was later renamed Turkish Airlines in 1955. Turkish Airlines joined IATA in 1956 and began expanding its international and domestic routes and fleet in subsequent decades. However, in recent years Turkish Airlines and the Turkish government have received criticism for negatively impacting customers and employees through political decisions, which can undermine an airline's goal of achieving global leadership through customer satisfaction.
Onur Air is a low-cost airline established in 1992 that is based in Istanbul, Turkey. It operates 29 aircraft serving over 14 domestic routes within Turkey and over 110 international routes to 25 countries. The airline has grown to 1,500 employees and has safely carried over 85 million passengers since 1992, flying to destinations across Turkey as well as in Azerbaijan, Northern Cyprus, Iran, Norway, Ukraine, Denmark, the Netherlands, Austria and Germany.
This document provides a marketing report for EasyJet Airlines. It includes an analysis of EasyJet's external environment through a PEST analysis and competitive environment through Porter's Five Forces. An internal analysis of EasyJet's strengths, weaknesses, opportunities, and threats is also presented using a SWOT analysis. The document then discusses EasyJet's market segmentation, objectives, and marketing mix (7Ps) including digital communication strategies. It aims to thoroughly analyze EasyJet's marketing plan and brand strategy.
Effective Business Strategies in Corporate Travel Marketerya1
The European corporate travel market is worth $327 billion annually, making it attractive yet challenging for airlines. It is expanding despite economic downturns but corporations are becoming more cost-conscious. Airlines face intense competition from both legacy carriers and low-cost carriers. Major challenges include economic instability, accelerating liberalization, the low-cost carrier revolution, and high fuel prices. Airlines are implementing strategies like alliances and loyalty programs, focusing on social responsibility, using hub networks, and developing premium classes and low-cost business models to compete in this complex market.
This document provides an overview of Air Charter United's (ACU) air transport services including passenger services, cargo services, aircraft leasing, and aviation management. ACU's vision is to be a preferred, solution-oriented, customer-centric, collaborative, and safety-focused provider on selected routes. Their mission is to provide international air transport services including non-scheduled passenger flights, global cargo transport, aircraft leasing, and aviation management. They have offices in Fujairah, UAE and collaborate with partners to offer services worldwide.
This document discusses considerations for expanding the corporate air taxi market in Europe. It notes that choice of aircraft type and managing funding issues are critical factors. The commercial airline price benchmark is moving down, so air taxis must generate positive cash flow sooner rather than later to compete. Access to funding is a primary challenge since financiers want returns within a short window, and competition is high for limited financing from other industries. Aircraft performance must closely match customer demand characteristics to expand the market successfully.
EasyJet aims to provide low fares and frequent flights between major European airports. It targets both business and leisure travelers. Its marketing mix focuses on keeping costs low to offer the lowest fares possible through features like punctual no-frills flights and an orange brand. EasyJet's website is its main distribution channel and advertisements can be seen all over Europe. Factors like heightened environmentalism, terrorism, and energy crises have increased airline costs, affecting pricing decisions. The competitive airline market and price-elastic demand influence EasyJet's decisions to position itself as a low-cost carrier pursuing good value pricing.
This document appears to be a student project report on a comparative study of two low-cost airlines: Air Asia and Norwegian Air Shuttle. It includes an introduction to the airline industry and low-cost carriers. The objective is to analyze and compare the two airlines' strategies, pricing, marketing, CSR and achievements. Secondary research methods are used, gathering data from the airlines' websites and other online sources. The report also provides profiles of each airline, covering their history, management, vision and goals. It then compares the airlines using SWOT analysis, STP analysis and other metrics.
This document provides information about Emirates Airlines and Lufthansa Airlines. It discusses their key details like founding year, headquarters, CEOs, websites, fleet sizes, and top destinations. It also analyzes their strengths, weaknesses, opportunities and threats. Both airlines offer various services to customers at different stages of travel like consultation through websites and apps, order taking through multiple channels, hospitality inflight, and secure billing and payment options.
This document provides an overview of low-cost or low-frill airlines. It discusses the history and development of the low-cost carrier model globally, including in North America, Europe, Australia/New Zealand, Asia, and India. Key aspects of the low-cost carrier model are described such as cost control strategies, pricing approaches, and operational efficiencies. Specific Indian low-cost carriers IndiGo and SpiceJet are profiled, outlining their business strategies and approaches to achieving low costs and good customer service.
This document provides an overview and comparison of the aviation industries in the UK and Pakistan. It discusses the success story of UK airline EasyJet through its growth over 20 years using a low-cost carrier model. It then examines Pakistan's national aviation policy and commercial airlines landscape. The document analyzes how Pakistani airline Airblue was able to successfully implement risk management strategies like EasyJet to recover from a 2010 crash through cost cuts and new routes. Overall, it concludes that properly managing risks at the right time can help aviation companies overcome challenges and achieve success.
Virgin Atlantic, Marketing, External Environment, Internal Environment, Porter's Five forces Model, IIFM, Indian institute Of Forest Management, Richard Branson
Aircontact is a leading air charter broker that has been in business for over 50 years, providing customized charter solutions worldwide with a focus on safety and responsiveness to customer needs. They have a large team of experienced brokers operating around the clock to arrange both cargo and passenger flights on any aircraft type for a variety of clients. Aircontact maintains high safety and financial standards while delivering cost effective and convenient private charter services.
A startup adventure with the Customer Journey MapSDDMilan
Serena and Chiara Leonardi founded Flyghter and presented how having used the Customer Journey Map helped them in designing Flyghter offering and making it better and better.
- easyJet partnered with Amadeus in 2013 to target the business travel market and increase corporate bookings using Amadeus' Light Ticketing flow.
- Two years later, easyJet's bookings through Amadeus had doubled year-over-year, with business travel representing 20% of easyJet's total bookings.
- The partnership involved easyJet introducing new fares designed for business travelers, making its offerings available through Amadeus' network of travel agencies, and Amadeus providing training and support to promote easyJet's products.
The document discusses services in the airline industry. It provides details about major Indian airlines such as Jet Airways and Kingfisher Airlines. It summarizes that air travel remains a large and growing industry that facilitates economic growth. It also discusses various aspects of service marketing used in the airline industry such as product mix, price mix, promotion mix, and physical evidence.
Pob stage 2 marketing seminar 4 pre studentsmoduledesign
This seminar discusses Easyjet's marketing mix strategies. It begins by examining Easyjet's product proposition, focusing on its core benefit of transportation from point A to B. Next, it analyzes Easyjet's pricing strategy, noting it aims to offer good value through lower prices and a reverse pricing system. The seminar then explores Easyjet's promotional approach, which includes TV commercials, public relations, and direct marketing. Finally, it outlines Easyjet's distribution network of primarily using major airports to offer customers connectivity across Europe.
Pob stage 2 marketing seminar 4 post studentsmoduledesign
This seminar discusses Easyjet's marketing mix strategies. It begins by examining Easyjet's product proposition, focusing on its core benefit of transportation from point A to B. Next, it critically evaluates Easyjet's pricing strategy, noting it adopts value-based pricing and uses a reverse pricing model. It then analyzes Easyjet's promotional strategy, highlighting its use of TV commercials, public relations, and direct marketing. Finally, it explains Easyjet's distribution strategy centers around primary airport routes to increase connectivity across Europe.
The airline industry began in the 17th century and has since grown significantly. It now facilitates economic growth and globalization. Major Indian airlines include Indian Airlines, Kingfisher Airlines, Jet Airways, and Air India, which together hold over 75% of the domestic market share. Airlines use service marketing techniques to attract and retain customers. Their marketing mix includes product offerings, pricing strategies, placement of services, and promotional activities. Core aspects of airline services involve ground services, in-flight services, and reliability, care, and facilities provided to customers.
This document discusses the impact and viability of low-cost carriers in the Middle East, using Air Arabia as a case study. It provides background on Air Arabia as the first low-cost carrier in the Middle East, operating out of Sharjah, UAE. The document then analyzes the low-cost business model developed in other regions and compares it to Air Arabia's operations. It also examines factors like operating costs, market segments, and the potential for low-cost carriers to capture more of the growing air travel market in the Middle East region.
This document provides guidance for starting an airline, discussing important considerations like branding, business model selection, and cultural factors. It recommends carefully selecting an airline name that is memorable and avoids being too country-specific. Low-cost carriers require large networks and funding to be profitable, so a full-service model is suggested if capital is limited or routes have business travelers or lack competition. Cultural norms must also be considered, as the European/American low-cost carrier model has not always translated successfully (e.g. in Japan). Overall, the guide stresses properly analyzing market conditions to determine the best airline type and strategy.
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In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
1. Can air consolidation fill airplanes? Flying towards a greener future Jelena Orheim Milisic – Business coordinator Pavel Maksimovski – Operations manager Sasha Djakovic – CEO
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3. Scandjet Aviation Group An air consolidator of Leisure segment and VFR traffic Flying towards a greener future
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5. Air Consolidation Travel agent 1 Travel Agent 2 Travel agent 3 An air consolidator acts as a wholesaler and sells blocks of seat on either self-chartered flights or on behalf of selected airlines. Seats for B2C Flying towards a greener future The air consolidation puzzle
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9. And most importantly... ... lessening the impact on the environment Flying towards a greener future
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11. Flying towards a greener future Flying towards a greener Future