- Airbus had a record year in 2012 with 588 aircraft deliveries, 914 total orders, and an order backlog of 4,682 aircraft valued at $638 billion.
- Key programs like the A320, A330, and A350 are seeing increasing orders and production rates. The A350 is on track for first flight in mid-2013.
- For 2013, Airbus aims to deliver at least 600 aircraft and obtain 700 new orders, while continuing production ramp-ups of programs like the A320neo and A350.
Justin Dent has over 10 years of experience in aviation maintenance and sales. As a Senior Product Line Representative at Aeroturbine, he generated $15 million in revenue and reduced inventory by 6,000 items in 2016. Prior to that, he worked as a Heavy Check Services Representative and Product Line Representative at Aeroturbine, consistently generating millions in revenue. He has a Bachelor's degree in Aviation Maintenance Science from Embry-Riddle Aeronautical University and an Associate's degree in Aviation Maintenance Technology from the Community College of the Air Force.
This overview briefing on the tactical airlift market with a special emphasis on Africa was provided to the trade press during the Trade Media briefing, June 2016 in Munich.
20150302_Company Presentation_EN_Dez14_komplett_ short internWerner Rothenbaecher
This document provides an overview of airberlin technik's company structure and services. It discusses the company's maintenance stations across Germany and internationally, as well as its customers. The key points are:
- Airberlin technik has over 1,600 employees across 16 maintenance stations, providing line and base maintenance. Its main stations are in Berlin, Dusseldorf, and Munich.
- It primarily services airberlin's fleet of Airbus and Boeing aircraft, but also works for other external customers. Line maintenance and material handling make up the majority of its revenue.
- The company underwent restructuring in 2015 to streamline operations after its merger from the technical departments of airberlin, LT
Werner Rothenbaecher is a highly experienced German airline executive with over 30 years of experience in aviation maintenance and operations. He has held senior leadership roles such as Senior Vice President and Managing Director at Air Berlin and Etihad Airways, where he oversaw large technical divisions and was responsible for safety, cost reduction, and maintenance. Rothenbaecher holds an engineering degree and pilot's license and has extensive international experience working for airlines across Europe and the Middle East.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
Justin Dent has over 10 years of experience in aviation maintenance and sales. As a Senior Product Line Representative at Aeroturbine, he generated $15 million in revenue and reduced inventory by 6,000 items in 2016. Prior to that, he worked as a Heavy Check Services Representative and Product Line Representative at Aeroturbine, consistently generating millions in revenue. He has a Bachelor's degree in Aviation Maintenance Science from Embry-Riddle Aeronautical University and an Associate's degree in Aviation Maintenance Technology from the Community College of the Air Force.
This overview briefing on the tactical airlift market with a special emphasis on Africa was provided to the trade press during the Trade Media briefing, June 2016 in Munich.
20150302_Company Presentation_EN_Dez14_komplett_ short internWerner Rothenbaecher
This document provides an overview of airberlin technik's company structure and services. It discusses the company's maintenance stations across Germany and internationally, as well as its customers. The key points are:
- Airberlin technik has over 1,600 employees across 16 maintenance stations, providing line and base maintenance. Its main stations are in Berlin, Dusseldorf, and Munich.
- It primarily services airberlin's fleet of Airbus and Boeing aircraft, but also works for other external customers. Line maintenance and material handling make up the majority of its revenue.
- The company underwent restructuring in 2015 to streamline operations after its merger from the technical departments of airberlin, LT
Werner Rothenbaecher is a highly experienced German airline executive with over 30 years of experience in aviation maintenance and operations. He has held senior leadership roles such as Senior Vice President and Managing Director at Air Berlin and Etihad Airways, where he oversaw large technical divisions and was responsible for safety, cost reduction, and maintenance. Rothenbaecher holds an engineering degree and pilot's license and has extensive international experience working for airlines across Europe and the Middle East.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
The document discusses implementing a public key infrastructure (PKI) strategy. It outlines various considerations for companies including their security needs, possible implementation options of building or outsourcing their PKI, and the benefits of cross-certification which allows different PKIs to trust each other. The conclusion recommends companies clearly define their identity, regulatory, partnership, and interoperability needs to determine the best PKI approach.
The document discusses cyber security issues in civil aviation. It notes that new technologies like eEnabled aircraft and air traffic management (ATM) systems have increased vulnerabilities, as they rely more on interconnected electronic systems. While organizations are working on solutions, there is currently no agreed upon cyber security architecture for civil aviation. The document outlines the key organizations involved and some recommendations to address the situation.
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.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
The document provides an overview of Airbus' commercial aircraft programs for Deutsche Bank. It summarizes that the A320 family has over 4200 deliveries to over 200 customers, with production rates increasing. The A330/A340 program has over 1000 deliveries to over 100 customers with a backlog of 400 aircraft. The A380 program is moving past major challenges with a focus on stabilizing production and delivering improvements like increased design weights and connectivity enhancements.
Swissport International Ltd. is the leading global airport and aviation service provider, offering ground handling, cargo, fuelling, maintenance, security, and executive aviation services at over 280 airports worldwide. The company aims to provide consistent, tailor-made solutions through its "Hub Concept," which involves managing an airline's hub or base airport operations to improve quality, reduce costs, and allow the airline to focus on its core business. Swissport has over 61,000 employees, handled over 230 million passengers and 4.1 million tonnes of cargo in 2015, and has received numerous awards for quality in cargo, fuelling, and ground handling services.
[Traffic x Yield >< Output x Unit Cost] Singapore AirlinesKuainaEzanie
Singapore Airlines is a full-service carrier based in Asia Pacific with its main hub in Singapore Changi Airport. It operates international and domestic flights and is a member of Star Alliance. The airline operates a fleet of various Airbus and Boeing aircraft on routes across Asia Pacific, Southeast Asia, North Asia, Southwest Pacific, and more. In the 2018/19 financial year, the airline saw an increase in passenger demand and traffic which contributed to higher total revenue, however costs also increased resulting in limited profit growth.
1. Airbus has seen strong growth over the past decade and expects continued growth in aircraft demand over the next 20 years.
2. Airbus' customer base is shifting more to Asia but its supply chain does not yet reflect this change.
3. Airbus aims to globalize and consolidate its supply chain by partnering with fewer but larger suppliers that can support its growth and production ramp-ups.
Etihad Airways has established an extensive supply chain management system to support its operations as one of the fastest growing airlines in the world. The summary analyzes key aspects of Etihad's supply chain including:
1) Etihad's supply includes air transportation of passengers along with additional services like Etihad Cargo, Etihad Ground Services, Etihad Holidays and Etihad Flight College.
2) Etihad's operational strategy involves policies to efficiently utilize resources and meet market demands through its supply network, procurement practices, and facility operations.
3) Etihad faces issues regarding fuel costs, infrastructure needs, workforce development and leveraging its unique business model,
Airbus is a global leader in the commercial aviation industry formed in 1967 between Britain, France and Germany. It has over 17,000 aircraft orders with over 10,000 delivered. Its flagship aircraft, the A380 double-decker jumbo jet, was introduced in 2005 to address airport congestion and increased passenger demand. However, orders for the A380 have been disappointing with only 12 scheduled for production in 2018 and some existing orders canceled. The document analyzes Airbus' business objectives, marketing strategies, and competitors for the A380 and recommends transitioning from attracting new users to taking market share from Boeing by targeting airlines looking to replace or upgrade aging 747 aircraft.
Etihad Airways had a record year in 2014, carrying almost 14.3 million passengers, a 24% increase over 2013. The airline introduced 10 new destinations and expanded codeshare partnerships, delivering over 3.5 million additional passengers, a 40% increase. Etihad took delivery of its first Airbus A380 and Boeing 787 aircraft in December 2014, and has orders for more new aircraft through 2025 that will increase its fleet to over 300 planes.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
AerSale is an aviation aftermarket services company specializing in aircraft and engine sales, leasing, maintenance, and asset management. It was founded in 2009 and has over 250 employees. AerSale has extensive experience with various commercial aircraft and engine types from Boeing, Airbus, GE, Pratt & Whitney, and Rolls-Royce. It operates out of facilities in Florida, Texas, New Mexico, Dublin, and Singapore, providing worldwide services and support.
Airbus Presentation - How They Improved Delivery Speed and QualityCAST
IT organizations play a key role in enabling their businesses to stay ahead of the competition. Setting and holding vendors to stringent delivery quality targets is one of the key objectives for Alain Ribera, Head of CAE Solutions Center for Airbus Engineering. CAST analyze the application health by SEI Maintainability & CAST maintainability to maintain the application in future.
Spire Airways is a new hybrid airline that will operate long-haul point-to-point routes between London Gatwick and destinations in Asia including Singapore, Bangkok, Mumbai, and New Delhi. The airline aims to provide a high-end business class experience called "Cruise Class" on flights operated by Airbus A340-300 aircraft. Over five years, Spire plans to grow its fleet from six to ten A340s and expand its route network from the initial two routes to four routes. The management team and business model emphasize providing a premium product with a focus on the business travel market through lean and efficient operations.
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
Go Air is a low-cost airline based in Mumbai that operates domestic flights to 11 Indian cities. It was established in 2004 and launched operations in 2005 with a fleet of 20 Airbus A320 aircraft. Go Air aims to provide affordable air travel and does not offer free meals, but allows passengers to purchase food and drinks on board. It has expanded its fleet and route network over the years and primarily uses Chhatrapati Shivaji International Airport as its main base of operations.
Ais inventory-spares-supply-and-repair-webDahir Mohammed
Aero Industrial Sales (AIS) has been recognized as a trusted partner for African aviation through its longstanding relationships and support for major and regional African airlines. AIS provides a comprehensive range of services including provisioning of spare parts, excess inventory management, aircraft repair, and supply of ground support equipment. It has partnered with TLD Group to supply state-of-the-art ground support equipment and provide training to airline mechanics in Africa. AIS's expertise and commitment to African aviation have earned it several awards and certifications, cementing its role as a key player in the development of the industry across the continent.
Kingfisher Airlines is an Indian airline based in Bangalore. It started operations in 2005 and currently has a fleet of 67 aircraft serving over 70 cities domestically and 7 cities internationally. While it has grown quickly to have a 20% market share, it is still unprofitable due to high costs from fuel, labor, and competition. To improve performance, Kingfisher is focusing on cost cutting, expanding routes and partnerships, and improving customer service. However, challenges remain from infrastructure issues, fuel prices, and economic conditions.
The document discusses implementing a public key infrastructure (PKI) strategy. It outlines various considerations for companies including their security needs, possible implementation options of building or outsourcing their PKI, and the benefits of cross-certification which allows different PKIs to trust each other. The conclusion recommends companies clearly define their identity, regulatory, partnership, and interoperability needs to determine the best PKI approach.
The document discusses cyber security issues in civil aviation. It notes that new technologies like eEnabled aircraft and air traffic management (ATM) systems have increased vulnerabilities, as they rely more on interconnected electronic systems. While organizations are working on solutions, there is currently no agreed upon cyber security architecture for civil aviation. The document outlines the key organizations involved and some recommendations to address the situation.
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.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
The document provides an overview of Airbus' commercial aircraft programs for Deutsche Bank. It summarizes that the A320 family has over 4200 deliveries to over 200 customers, with production rates increasing. The A330/A340 program has over 1000 deliveries to over 100 customers with a backlog of 400 aircraft. The A380 program is moving past major challenges with a focus on stabilizing production and delivering improvements like increased design weights and connectivity enhancements.
Swissport International Ltd. is the leading global airport and aviation service provider, offering ground handling, cargo, fuelling, maintenance, security, and executive aviation services at over 280 airports worldwide. The company aims to provide consistent, tailor-made solutions through its "Hub Concept," which involves managing an airline's hub or base airport operations to improve quality, reduce costs, and allow the airline to focus on its core business. Swissport has over 61,000 employees, handled over 230 million passengers and 4.1 million tonnes of cargo in 2015, and has received numerous awards for quality in cargo, fuelling, and ground handling services.
[Traffic x Yield >< Output x Unit Cost] Singapore AirlinesKuainaEzanie
Singapore Airlines is a full-service carrier based in Asia Pacific with its main hub in Singapore Changi Airport. It operates international and domestic flights and is a member of Star Alliance. The airline operates a fleet of various Airbus and Boeing aircraft on routes across Asia Pacific, Southeast Asia, North Asia, Southwest Pacific, and more. In the 2018/19 financial year, the airline saw an increase in passenger demand and traffic which contributed to higher total revenue, however costs also increased resulting in limited profit growth.
1. Airbus has seen strong growth over the past decade and expects continued growth in aircraft demand over the next 20 years.
2. Airbus' customer base is shifting more to Asia but its supply chain does not yet reflect this change.
3. Airbus aims to globalize and consolidate its supply chain by partnering with fewer but larger suppliers that can support its growth and production ramp-ups.
Etihad Airways has established an extensive supply chain management system to support its operations as one of the fastest growing airlines in the world. The summary analyzes key aspects of Etihad's supply chain including:
1) Etihad's supply includes air transportation of passengers along with additional services like Etihad Cargo, Etihad Ground Services, Etihad Holidays and Etihad Flight College.
2) Etihad's operational strategy involves policies to efficiently utilize resources and meet market demands through its supply network, procurement practices, and facility operations.
3) Etihad faces issues regarding fuel costs, infrastructure needs, workforce development and leveraging its unique business model,
Airbus is a global leader in the commercial aviation industry formed in 1967 between Britain, France and Germany. It has over 17,000 aircraft orders with over 10,000 delivered. Its flagship aircraft, the A380 double-decker jumbo jet, was introduced in 2005 to address airport congestion and increased passenger demand. However, orders for the A380 have been disappointing with only 12 scheduled for production in 2018 and some existing orders canceled. The document analyzes Airbus' business objectives, marketing strategies, and competitors for the A380 and recommends transitioning from attracting new users to taking market share from Boeing by targeting airlines looking to replace or upgrade aging 747 aircraft.
Etihad Airways had a record year in 2014, carrying almost 14.3 million passengers, a 24% increase over 2013. The airline introduced 10 new destinations and expanded codeshare partnerships, delivering over 3.5 million additional passengers, a 40% increase. Etihad took delivery of its first Airbus A380 and Boeing 787 aircraft in December 2014, and has orders for more new aircraft through 2025 that will increase its fleet to over 300 planes.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
AerSale is an aviation aftermarket services company specializing in aircraft and engine sales, leasing, maintenance, and asset management. It was founded in 2009 and has over 250 employees. AerSale has extensive experience with various commercial aircraft and engine types from Boeing, Airbus, GE, Pratt & Whitney, and Rolls-Royce. It operates out of facilities in Florida, Texas, New Mexico, Dublin, and Singapore, providing worldwide services and support.
Airbus Presentation - How They Improved Delivery Speed and QualityCAST
IT organizations play a key role in enabling their businesses to stay ahead of the competition. Setting and holding vendors to stringent delivery quality targets is one of the key objectives for Alain Ribera, Head of CAE Solutions Center for Airbus Engineering. CAST analyze the application health by SEI Maintainability & CAST maintainability to maintain the application in future.
Spire Airways is a new hybrid airline that will operate long-haul point-to-point routes between London Gatwick and destinations in Asia including Singapore, Bangkok, Mumbai, and New Delhi. The airline aims to provide a high-end business class experience called "Cruise Class" on flights operated by Airbus A340-300 aircraft. Over five years, Spire plans to grow its fleet from six to ten A340s and expand its route network from the initial two routes to four routes. The management team and business model emphasize providing a premium product with a focus on the business travel market through lean and efficient operations.
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
Go Air is a low-cost airline based in Mumbai that operates domestic flights to 11 Indian cities. It was established in 2004 and launched operations in 2005 with a fleet of 20 Airbus A320 aircraft. Go Air aims to provide affordable air travel and does not offer free meals, but allows passengers to purchase food and drinks on board. It has expanded its fleet and route network over the years and primarily uses Chhatrapati Shivaji International Airport as its main base of operations.
Ais inventory-spares-supply-and-repair-webDahir Mohammed
Aero Industrial Sales (AIS) has been recognized as a trusted partner for African aviation through its longstanding relationships and support for major and regional African airlines. AIS provides a comprehensive range of services including provisioning of spare parts, excess inventory management, aircraft repair, and supply of ground support equipment. It has partnered with TLD Group to supply state-of-the-art ground support equipment and provide training to airline mechanics in Africa. AIS's expertise and commitment to African aviation have earned it several awards and certifications, cementing its role as a key player in the development of the industry across the continent.
Kingfisher Airlines is an Indian airline based in Bangalore. It started operations in 2005 and currently has a fleet of 67 aircraft serving over 70 cities domestically and 7 cities internationally. While it has grown quickly to have a 20% market share, it is still unprofitable due to high costs from fuel, labor, and competition. To improve performance, Kingfisher is focusing on cost cutting, expanding routes and partnerships, and improving customer service. However, challenges remain from infrastructure issues, fuel prices, and economic conditions.
Dr. Anders Adrem proposes conducting business case studies to evaluate the cost efficiencies of implementing remote tower operations at local and regional airports. The studies would analyze the financial impacts of remote towers on income statements, balance sheets, and cash flows compared to traditional tower operations. Initial case studies estimate remote towers could reduce costs by 30-60% depending on airport traffic densities. Further analysis would confirm these estimates and provide a roadmap for transitioning eligible towers to remote operations.
Aerolíneas Argentinas maximizes its MRO capabilities to remain successful globally and in Latin America. It has over 1,600 maintenance employees working in MRO facilities at two main stations. The company developed a business plan in 2009 to renew its aging fleet, reduce costs, and increase market share. As it incorporated new aircraft like Airbus A330s and Boeing 737s, it kept MRO approvals for previous aircraft and engines to provide maintenance services to other carriers in the growing Latin American market.
This document discusses the International Railway Industry Standard (IRIS) and provides an overview of the Swiss Federal Railways (SBB) Operating division. It describes Operating's responsibilities in Switzerland including train preparation, driving, and vehicle maintenance. It outlines Operating's strategic goals and organization, as well as new vehicle procurement projects. The document promotes IRIS as helping to improve quality and project management, leading to a better passenger experience.
Aerolia aims to become one of the top 3 aerospace suppliers in the world by 2020. It plans to strengthen partnerships with suppliers through a competitive partnership model. This will involve shared projects and key performance targets to improve operations and grow together. Aerolia is also expanding its global footprint through initiatives like an aeronautical park in Tunisia to enhance competitiveness.
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1. Annual Press Conference
17th January 2013
January 2013Annual Press Conference
Presented by
Fabrice Bregier, Airbus President & CEO
Airbus Results 2012
Outlook 2013