Aer Lingus is an Irish airline undergoing restructuring with a new CEO. It needs a strategic direction change and faces high competition from Ryanair. An MSc group was tasked with assisting Aer Lingus in strategic analysis, formulation and achieving profitable growth while focusing on customers. The document provides an in-depth analysis of Aer Lingus' internal resources and capabilities as well as the external environment including industry trends, competitors and opportunities/threats. Benchmarking is done to compare Aer Lingus' performance metrics to competitors EasyJet and Ryanair.
Ryanair Airline Case study
Europe's cheapest airline, best services at the lowest rates
Customer Strategic MAnagement, SWAT Analysis, TAWS analysis, PESTEL Analysis, porters 5 force analysis, Value Chain, BCG Matrix,
Today, most of the organizations quite advanced in involving multiple applications of strategic management.
In this paper I have tried to describe an effective and working Ryanair’s competitive strategy, approach and factors have accounted for Ryanair’s success. I also analyzed what are Ryanair’s distinctive capabilities and how they are implementing various strategies to attract and retain customers.
Ryanair Airline Case study
Europe's cheapest airline, best services at the lowest rates
Customer Strategic MAnagement, SWAT Analysis, TAWS analysis, PESTEL Analysis, porters 5 force analysis, Value Chain, BCG Matrix,
Today, most of the organizations quite advanced in involving multiple applications of strategic management.
In this paper I have tried to describe an effective and working Ryanair’s competitive strategy, approach and factors have accounted for Ryanair’s success. I also analyzed what are Ryanair’s distinctive capabilities and how they are implementing various strategies to attract and retain customers.
Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
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Strategic management is a process of structuring of a keen understanding of how the world or business environment is changing. Read this report to know more about strategic management.
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Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
British Airways case analysis + swot analysis review by Myassignmenthelp.comMyAssignmenthelp.com
Get Assignment writing help on BRITISH AIRWAYS Case Study + SWOT Analysis Review from Myassignmenthelp Com
At Myassignmenthelp.com- Get complete Case Study + SWOT Analysis Review solution on Essay and Assignment tackled on British Airways. A Case study of the Organizational changes at the British airways- See more http://goo.gl/aKCQOM
Strategic management is a process of structuring of a keen understanding of how the world or business environment is changing. Read this report to know more about strategic management.
Ryanair - Market Analysis and online presence (2016)Hussain Arif
As a part of my academic curriculum. Prepared a brief Marketing Analysis of Ryanair; main focus to online presence of company. Software tools implemented to gauge company's activity and user engagement.
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...Jamar Johnson
Final Assignment performed by Jamar Johnson and IE Business School classmates for our Global Operations and Supply Chain Management course. The class was taught by Professor and Associate Dean of IE Business School, Luis Solis.
Presentation on an AerLingus Ad Deconstuction. Involves the Frame Work
Get-To-By, Objectives, Strategy and Tactics, Maslow’s Hierarchy
Insight, Targeting, Mission Statement
Effectiveness, and Theme Song.
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A topline look at Argos' social CRM activity with a specific look at a pricing error that spread fast on social media and caused a backlash for the retailer.
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The UK’s leading digital retailer, Argos, offers more than 43,000 home and general merchandise products to 123 million customers a year through its network of 758 stores.
When they opened 53 new digital stores across the UK, Argos decided to use Brandwatch Analytics to gauge consumer reaction to the stores across the social web, helping the retail giant to:
- Identify which stores perceived favorably, and in which regions
- Uncover demographic insights about the people behind these discussions
- Increase customer satisfaction by identifying issues in-store and quickly responding to them
Now you know.
1. MSc International Business
International Strategic Management Assignment 1
(BM6928)
Lecturer: Shay Lynch
5 April 2011
Word Count - c. 750
Strategy Analysis & Formulation
Kerry –Ann Chemaly – 1590364
Isa Schaller – 1395803
Olga Slastnikova – 1563707
Ricardo Gundin – 1560823
Doug Orme-Lynch – 1568333
2. STRIVING FOR SYNERGY
Flagship Irish airline
Undergoing major
restructuring
New CEO, Christoph
Mueller
In need of strategic
direction change
High rivalry with
competitor Ryanair
Proven track record
in strategy review &
the airline industry
Solid understanding
Of the Irish market
Assist in achieving
profitable growth
Customer focus and
engagement
3. Overview
Managing
Change
INTERNAL ENVIRONMENT
Resource Audit:
Classification & Micro/Macro Deployment
Strategic Capabilities:
Cost Efficiency
Adding Value Internally & Externally
Creating & Keeping a Competitive Advantage
Innovation
Knowledge Management
Performance Management
TOWS (SW)
STAKEHOLDER
Analysis
CULTURE
Analysis
EXTERNAL ENVIRONMENT
Environmental Forces – Key drivers
Scenario Planning
Analysis of Industry Competitiveness
Convergence
Analysis of Industry Structure
Industry Life Cycle Analysis
Analysis of Industry Customers
TOWS(0T)
STAGE 2
Strategic
Choices
Resourcing
Processes
Practice
STAGE 3
Strategy in
Action
Organising
Generating
Strategic
Options
Evaluating
7 Strategic
Options Choose a
Strategy
STAGE 1
Strategic
Position
CLIENT UNDERTAKE THEMSELVESSource: Adapted from Johnson, Whittington & Scholes (2008)
4. STRATEGIC POSITIONING
Macro External Analysis
Key drivers for Change Scenarios
KEY FACTORS DRIVING THE AIRLINE INDUSTRY ENVIRONMENT
DEREGULATION & LIBERALISATION
INSTABLE & RISING OIL PRICE
TECHNOLOGICAL ADVANCEMENT
ENVIRONMENTALLY-RESPONSIBLE AVIATION
INCREASING TRAVEL DEMAND
1 - TRAVEL DEMAND AND LEVEL OF COMPETITION
2 - OIL PRICES AND ENVIRONMENT REGULATION
3 - TRAVEL DEMAND AND ECONOMIC GROWTH
5. Micro External Analysis
Analysis of Industry Competitiveness
5HIGHLY COMPETITIVE INDUSTRY & REACHING MATURITY IN INDUSTRY LIFE CYCLE
Threat of Entry - MEDIUM
* The Airline Industry is expensive and requires
high investment. The cost of borrowing,
restricted access to loans and slot availability
decreases the threat of new entries.
* Deregulation has lowered entry barriers with
the entry of fifteen new airlines.
Threat of Substitutes –High
*Rail Travel well developed in
European cities.
*High Quality continental roads
*Substitutes are not always cheapest
*Technological development has
impacted travel demands
Bargaining Power of Suppliers-
MED/HIGH
*Standardized services, easy for
customer to switch provider.
*Consumers price sensitive, scan
providers prices
*Customers now deal directly with
airlines.
Competitive Rivalry- HIGH
*Fierce competition
*Decisions based on price
*Fixed costs impact decision
*Competitive rivalry is high
Government Regulations & Other
Stakeholders –MED/HIGH
*National/ EU regulations for airlines
*Regulations impact competences
*Governments control airports, impacts
airlines significantly
Bargaining Power of Suppliers-High
*Boeing and Airbus are the only suppliers of
commercial airliners.
*Therefore the bargaining power of suppliers is
high
*The supply of fuel is a major issue for airlines;
there is a risk of price fluctuations due to
international political and economic events. Source: Adapted from Porter (1993)
6. Strategic Group Analysis
6
INDUSTRY CONVERGENCE HAS MADE COMPETITIVE GROUPINGS TIGHTER
QUALITY
PRICE
LOW
FRILLS
HIGH
NO FRILLS
ROUTES
SERVICES
Aer Lingus
BMI
BABY
EasyJet
Ryanair
LOW
HIGH
LOW HIGH
Source: Adapted from Johnson, Whittington & Scholes (2008)
8. Opportunities & Threats
8
Opportunities
• Expansion of the EU opens access to
new markets
• Increasing demand to fly through
Dublin to America
• Dublin Airport to become a
European hub
• Increase in consumer purchase
power
• Enter into new strategic partnerships
• Enter into a global airline alliance
• Possibility to increase market share
in Ireland
• Expand to new routes
Threats
• Increase in low fare competition
• Increase low-cost carriers
• Volatile oil markets and fuel costs
• Carbon emission taxes and pressure
from environmental activist groups
• Weather conditions
• Increased power of unions and strike
action
• High bargaining power of Airbus
• Alternative transport methods across
the EU
MAXIMISE THE OPPORTUNITIES & MINIMISE THE THREATS
10. RESOURCES
Resource Audit
ACTIVE HUMAN RESOURCES MANAGE AND DRIVE THE TANGIBLE & INTANGIBLE ASSETS
• Fleet of 41 Aircraft
• Financial Resources - equity of €1,026,040
• Headquarters in Dublin and overseas
subsidiaries
• Online booking system
• T2 Dublin Airport
Tangible
Resources
• European customer base of 8.802million
• Reputable brand image
• Codeshare partnerships with United, KLM
and British Airways
• Franchise agreement with Aer Arann and
JetBlue Airways
Intangible
Resources
• The knowledge, skills, abilities and talents of
employees c.3844
• Head office/support staff = 600
• Cabin Crew = 1200
• Pilots = 450
• New CEO, Cristoph Mueller
• 20 Board members
Human
Resources
11. RESOURCES
Resource Deployment
ACTIVE HUMAN RESOURCES MANAGE AND DRIVE THE TANGIBLE & INTANGIBLE ASSETS
• Macro Level - Organisational Structure
• Micro Level - Business Processes
• How many steps?
• How long does it take?
• How much does it cost?
Strive to become better, cheaper and faster
12. CAPABILITIES
Cost Efficiency
• Recent turbulent past in regards to managing costs
• Cost reduction a necessity for financial success
• Introduction of “Greenfield” program in 2009
– €97million
– Reduce inefficiencies , increase competitiveness
• Staff costs the major cost differentiator for the airline industry
• Long haul and over-served short haul capacity cut
12
€74million Staff Cost Cut
•-20% workforce
•-40% management positions
•Pay freeze until 2012/2013
•Reductions in pay
€23m of other savings
• - €3m in advertising
• - €10m in airport charges
• - €2m in maintenance
• - €3m in distribution
• - €4m in other non-staff
”GREENFIELD” PROGRAM TO DRIVE COST EFFICIENCY & INCREASE COMPETITIVENESS
13. CAPABILITIES
Adding Value Internally
Source: Adapted from Johnson, Scholes and Whittington (2008)
SUPOPRTACTIVITIES
FIRM INFRASTRUCTURE - The structure is relative hierarchical; however the organization is de-layering its
organizational structure. They also abolish the grade of cabin manager.
HUMAN RESOURCE MANAGEMENT - There is an apprenticeship programme for engineers. Besides, the
company has a training programme as a pre selection for the cabin crew.
TECHNOLOGY DEVELOPMENT - E-commerce is available in the company, flight scheduling system in its
webpage, roster system.
PROCUREMENT - There is a good relationship with the aircraft supplier, Airbus. Moreover, Aer lingus has
codeshare agreements with other airlines like KLM, British Airways and United among others.
PRIMARY ACTIVITIES
INBOUND LOGISTICS
Adoption of a
disciplined approach to
yield management.
The company have
airport agreements with
the main European
airports. In addition, it is
the main company at
the new terminal 2
Dublin airport.
OPERATIONS
Check-in services
online 24 hours before
the departure.
Secure online booking.
It is also possible to
add different services.
There is an increase
on baggage security.
OUTBOUND
LOGISTICS
Offers an
important amount
of connections in
long haul flight to
US.
Rental car and
hotel reservation
are available.
MARKETING &
SALES
Internet sales
and low-cost
promotions.
POST SALE SERVICE
Communication
about other
services, products
and additional
information is sent
to its clients.
Aer Lingus frequent
flyer programme.
M
A
R
G
I
N
14. CAPABILITIES
Adding Value Externally
Supplier
• Aircraft Supplier
• Fuel
• Airport Operators
• Caters and Baggage
Handling
• Aircraft Maintence
Aer Lingus Intermediaries
• Aer Lingus
• Travel Agents
• International
Alliances
• Web Providers
Customers
• Business
Travellers
• Leisure
EACH PLAYER IN THE SUPPLY CHAIN ADDS VALUE IN THE NETWORK
15. CAPABILITIES
Creating & Keeping a CA
15
RESOURCES COMPETENCIES
THRESHOLDCAPABILITIES
Threshold Resources Threshold Competencies
Tangible
• 41 Aircraft flying 86
destinations in 25 countries
Intangible
• Codeshare partnerships
• Franchise agreements
• Human Resources
• Head office/support staff
• Cabin Crew
• New CEO, Cristoph Mueller
• Online booking / website
• Point-to-Point routing
• On time take-off and landing
• Low cost operations
CAPABILITIES
FORCA
CCCOMPETTITIVE
ADVANTAGE
Unique Resources Core Competencies
Tangible
• Sole access to Dublin’s
Terminal 2
Intangible
• Reputable brand image
• Low Price
• US immigration and customs
pre-clearance in new
Terminal 2
16. CAPABILITIES
Innovate & Learn
16
INNOVATION
* IBM deal for check in kiosks
* Investments in adding new
routes.
* Substantial investments in IT to
improve passenger management
and crew rosters.
KNOWLEDGE
MANAGEMENT
* Sophisticated human resource
development
* Training and education aligned
with technology changes.
* Customer knowledge “booking
readers” and feedback
* Learning experiences
* Databases, information systems
and technology equipment
BEING A CREATIVE AND LEARNING ORGANISATION
17. CAPABILITIES
Performance Management – Benchmarking
17
Aer Lingus € Easy Jet £ Ryanair €
Financial Ratios 2010
Share price earnings ratio Share price P/E 7.7 Share price P/E 1.202 Share price P/E 16.2
Return on Equity 6.1% 8.6% 10.7%
Basic EPS €cent 9.3€cent 28.4 £pence 20.68 €cent
Airline Specific Ratios
Revenue/passenger seat €130 £53.07 €45
Passenger Numbers 9.346m 48.8m 66.5m
Fleet at period end 45 196 232
Average number of employees 3,516 7,359 7,032
Passenger per average number of employees 2,658 6,631 9,457
Load factor 76.1% 87.0% 82%
Revenue per ASK 6.66 cent 4.74pence 6.8cent
Ancillary revenue per RPK (food drink) 8.4 cent 1 penny 1 cent
COMPARE PERFORMANCE WITH YOURSELF, COMPETITORS & OTHER INDUSTRY LEADERS
18. Strengths & Weaknesses
18
USE STRENGTHS TO OFFSET WEAKNESSES
STRENGTHS
* Exclusive franchise deal with Aer
Arann
* Access & routes to primary airports
* Sole access to Dublin Airports
terminal2
* Young, modern and uniform fleet
of aircraft from airbus
* US immigration and customs pre-
clearance in new Terminal 2
* Friendly client facing staff
* New visionary CEO
WEAKNESSES
* Inefficient organisational
structure (bureaucracy and long
process of decision making)
* Negative press: HR issues and
flight cancellations
* Inefficient and old fashioned
stigmatism
* No diversity in the board (only
one woman)
19. Stakeholder Analysis
19
LEVEL OF INTEREST
POWER
LOW HIGH
LOW
HIGH
KEEP SATISFIED
Trade Associations
Regulators
KEEP INFORMED
Activist Groups
KEY PLAYERS
Government
Customers
Suppliers
Financial Institutions
Creditors
Employees
Managers
Unions
Competitors
MINIMAL EFFORT
Adapted from Johnson, Scholes and Wittington (2008)
20. Cultural Analysis
20
PARADIGM
Movement towards
a flatter, modern
and new
organization.
SYMBOLS
The national airline
POWER
STRUCTURES
Role Culture –
bureaucracy.
ORGANIZATIONA
L STRUCTURE
Hierarchical
CONTROL
SYSTEMS
Its traditional
approach slows
down the
resolution of
diverse issues.
RITUALS AND
ROUTINES
Difficulties on
adapting new
policies and
cultural changes
STORIES
Accusations of
gender
discrimination.
21. STRATEGIC CHOICES
Generating Strategic Options
21
USING INTERNAL CAPABILITIES TO TAKE ADVANTAGE OF GAPS IN THE MARKET PLACE
[1
TOWS
INTERNAL FACTORS
Strengths –S Weaknesses - W
EXTERNALFACTORS
Opportunities – O S/O Strategies
* Focus on additional /ancillary
services
* Join an Alliance (i.e. Asian
alliances)
* Take advantage of Dublin
airport as a ”hub”
O/W Strategies
* Improve HRM policy and people
process
* Improve IT/Technology
infrastructure
* Focus on markets that the fleet is
able to reach
Threats – T T/S Strategies
* Join a global alliance
* Use its brand image to
T/W Strategies
* Improve environmental policies
23. STRATEGIC CHOICES
Generating Strategic Options
23
USING INTERNAL CAPABILITIES TO TAKE ADVANTAGE OF GAPS IN THE MARKET PLACE
[1
TOWS
INTERNAL FACTORS
Strengths –S Weaknesses - W
EXTERNALFACTORS
Opportunities – O S/O Strategies
* Focus on additional /ancillary
services
* Join an Alliance (i.e. Asian
alliances)
* Take advantage of Dublin
airport as a ”hub”
O/W Strategies
* Improve HRM policy and people
process
* Improve IT/Technology
infrastructure
* Focus on markets that the fleet is
able to reach
Threats – T T/S Strategies
* Join a global alliance
* Use its brand image to
T/W Strategies
* Improve environmental policies
24. Analysing Strategic Options
24
Strategic Options Suitability Acceptability Feasibility
1. Backward Integration Reducing additional cost
to suppliers .
Not represent high levels of risks. Opportunity to negotiate tougher
contracts.
2. Market Penetration Publicity & promotion to
reinforce its image
Satisfy all stakeholders. Promotion is affordable.
3. Product Development “Air Bridge” satisfies
consumer demands
Despite some reservations about
its viability, the stakeholders
appreciate the return.
T2 provides the infrastructure.
Close relationship Dublin -London
4. Retrenchment It is necessary after
reporting losses in
2008 and 2009
Stakeholders realise it is necessary This strategy is not easy to
develop; however the
company knows the process
5. Strategic Partnership Aer Lingus needs external
support
This alliance will be considered
highly beneficial.
Existing strategy to a new
partner; easy to implement
6. HRM strategy Failure in HR policies Stakeholders know that this is
needed.
More focused group of
stakeholders make it possible.
7. IT infrastructure The Group’s current
system is overly complex,
lacks integration
The stakeholders would welcome
an investment in I.T,
Ireland has very well developed
I.T industry
25. Conclusions
• Changed from being a traditional flagship to LCC after deregulation
• Deregulation and direct competition with Ryanair has had a negative impact
on their operating performance and image
• Greenfield project ‘issues’
• National Irish carrier with a recognised brand name & new visionary CEO
Christoph Mueller
• Seven strategic options identified after the external and internal analysis to
improve strategic position and gain competitive advantage
• HR and IT infrastructure have been identified as areas where there is vast
room for improvement.
• Recommend a focus on consolidating its current market position before
external growth strategies are pursued
WE LOOK FORWARD TO WORKING WITH YOU IN THE FUTURE
27. References
• “Aer Lingus Group plc Preliminary results (unaudited) for the year ended 31 December 2010.” 2011.
• Aer Lingus Investor Day Report. 26 January 2010.
• AerLingus. n.d. htttp://www.Aerlingus.com (accessed April 4, 2011).
• “Annual Report, Aer Lingus.” 2009. http://www.aerlingus.com/Corporate/EIALR300410.pdf (accessed March 26, 2011).
• DataMonitor. “AerLingus.” 2010.
• David, F.R. Strategic management : concepts and cases. 12th. Upper Saddle Rive: Pearson Education, 2009.
• Doganis, R. The Airline Business in the 21st Century. New York.: Routledge, 2001.
• Easyjet, Official Website. n.d. http://www.easyjet.com (accessed March 25, 2011).
• Flying Ireland .com. n.d. http://www.FlyingIreland.com (accessed March 15, 2011).
• Griffiths, P. “KEY POLICY ISSUE: EUROPEAN POLICY PERSPECTIVES FROM A FORMER DGCA.” IATA. May 2009.
http://www.iata.org/whatwedo/Documents/economics/Griffiths_Policy_Perspectives.pdf (accessed March 26, 2011).
• “International Air Transport Association (2011) Industry Expects 800 Million More Travelers by 2014 - China Biggest
Contributor. .” 2011. http://www.iata.org/pressroom/pr/pages/2011-02-14-02.aspx. (accessed March 26, 2011).
• Johnson, G, K Sholes, and R Whittington. Exploring Corporate startegy. Harlow: Pearson Education Limited, 2008.
• Lynch, R. “Corporate Strategy.” London: Prentice Hall, 2006.
• Marketingteacher. 4 April 2011. http://www.marketingteacher.com/lesson-store/lesson-generic-strategies.html - strategy
(accessed April 4, 2011).
• Milmo, D. “Why consolidation is airlines' only viable route.” Guardian.co. 3 May 2010.
http://www.guardian.co.uk/business/2010/may/03/airline-industry-mergers-acquisitions (accessed April 4, 2011).
• Ryanair. 2011. http://www.ryanair.com/en (accessed April 3, 2011).
• Saint-Onge, H. Knowledge Management: According to Saint-Onge. 1999.
• Shaw. Airline marketing management. 6th. Hampshire, England: Ashgate Publishing Ltd, 2007.