Continental Airlines has been in operation since 1934. It currently serves over 133 domestic and 132 international destinations with over 40,000 employees. The company aimed to make its operations more efficient through its "Go Forward" plan which focused on improving market share, financial performance, reliability, and employee relations. While Continental struggled with losses after events like 9/11, it returned to profitability in 2006. However, it faced strong competition from larger airlines and had a relatively low market share. Various analyses found that Continental was in a position that required intensive strategies to improve its competitive positioning and market share.
This document provides an analysis of SpiceJet, an Indian domestic airline. It discusses SpiceJet's background, strengths, weaknesses, opportunities, and threats. It also analyzes the airline industry environment through a PEST analysis. Key points include that SpiceJet is a low-cost airline focused on cost-conscious passengers. It has a strong brand but low market share due to competition. Opportunities for growth include expanding routes and forming international partnerships. Threats include rising fuel costs and changing government policies.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
The document provides an overview of HR practices at Emirates Airlines. It describes the airline's vision, organizational structure, strategic planning process, job analysis, recruitment and selection, compensation and benefits, training and development, performance appraisal, and references key HR functions. Training and development opportunities have improved employee satisfaction, while strategic alignment and understanding market conditions help ensure HR goals support business strategies. Performance appraisal allows management to measure productivity and provide tailored training to maximize employee contributions.
Kingfisher Airlines, once one of India's largest airlines, failed due to excessive debt, unprofitable routes, high costs, and delays. It accumulated over $1 billion in losses and $7 billion in debt. Reasons for its failure included expanding too quickly, taking on many unprofitable routes, high employee costs, aging aircraft fleet, and shifting operations to more expensive terminals. Competitors like Indigo were more profitable by focusing on efficient operations with standardized, new aircraft and profitable routes only. Kingfisher's diverse fleet led to higher maintenance costs and more complex scheduling.
This document provides an overview of Jet Airways, an Indian airline. It discusses Jet Airways' history starting in 1992, operations, fleet, financial performance, services, competitors, and SWOT analysis. Key information includes that Jet Airways is headquartered in Mumbai and operates over 370 daily flights to 68 destinations domestically and internationally. It has a fleet of 98 aircraft and earned annual revenues of Rs. 9481.5 crores in 2009-10.
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Southwest Airlines is losing its competitive advantage of low costs and customer-focused culture due to growth and competition from airlines like JetBlue. The document analyzes and proposes solutions to address Southwest's issues, including rebuilding employee morale through committees and rewards, implementing a new IT system to improve the customer experience, and shifting from a strictly low-cost to middle-cost strategy to regain market share. The solutions aim to restore Southwest's core values while adapting to changes in technology and competition.
This document provides an analysis of SpiceJet, an Indian domestic airline. It discusses SpiceJet's background, strengths, weaknesses, opportunities, and threats. It also analyzes the airline industry environment through a PEST analysis. Key points include that SpiceJet is a low-cost airline focused on cost-conscious passengers. It has a strong brand but low market share due to competition. Opportunities for growth include expanding routes and forming international partnerships. Threats include rising fuel costs and changing government policies.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
The document provides an overview of HR practices at Emirates Airlines. It describes the airline's vision, organizational structure, strategic planning process, job analysis, recruitment and selection, compensation and benefits, training and development, performance appraisal, and references key HR functions. Training and development opportunities have improved employee satisfaction, while strategic alignment and understanding market conditions help ensure HR goals support business strategies. Performance appraisal allows management to measure productivity and provide tailored training to maximize employee contributions.
Kingfisher Airlines, once one of India's largest airlines, failed due to excessive debt, unprofitable routes, high costs, and delays. It accumulated over $1 billion in losses and $7 billion in debt. Reasons for its failure included expanding too quickly, taking on many unprofitable routes, high employee costs, aging aircraft fleet, and shifting operations to more expensive terminals. Competitors like Indigo were more profitable by focusing on efficient operations with standardized, new aircraft and profitable routes only. Kingfisher's diverse fleet led to higher maintenance costs and more complex scheduling.
This document provides an overview of Jet Airways, an Indian airline. It discusses Jet Airways' history starting in 1992, operations, fleet, financial performance, services, competitors, and SWOT analysis. Key information includes that Jet Airways is headquartered in Mumbai and operates over 370 daily flights to 68 destinations domestically and internationally. It has a fleet of 98 aircraft and earned annual revenues of Rs. 9481.5 crores in 2009-10.
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Southwest Airlines is losing its competitive advantage of low costs and customer-focused culture due to growth and competition from airlines like JetBlue. The document analyzes and proposes solutions to address Southwest's issues, including rebuilding employee morale through committees and rewards, implementing a new IT system to improve the customer experience, and shifting from a strictly low-cost to middle-cost strategy to regain market share. The solutions aim to restore Southwest's core values while adapting to changes in technology and competition.
1) Indigo Airlines is the largest airline in India in terms of market share at 39.4% as of 2017.
2) It has grown rapidly since starting operations in 2006 and becoming profitable within its first 5 years.
3) While Indigo's financial results declined in 2016-2017 compared to the previous year, it remains the most profitable low-cost carrier in India and one of the largest in Asia.
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES VARUN KESAVAN
India is the 9th largest aviation market in the world with a size of around US$ 16 billion and is poised to be the 3rd biggest by 2020. India aviation industry promises huge growth potential due to large and growing middle class population, rapid economic growth, higher disposable incomes, rising aspirations of the middle class and overall low penetration levels.
Finally, it provides recommendations to improve Air India's performance by adopting strict cost controls, revising wages, limiting government control, investing in fleet and maintenance, rebranding the company, and paying employee salaries on time.
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 document discusses the definition of strategy and its key elements. It notes that strategy has become a catch-all term used to mean different things. The document outlines major elements of an effective strategy, including arenas, vehicles, differentiators, staging, and economic logic. It emphasizes that while tools like industry analysis can inform strategy, activities like compensation policies are not the strategy itself. An effective strategy must be intentional, informed, integrated, and allow for adapting to unexpected opportunities.
This document discusses the crisis of Kingfisher Airlines, an Indian airline established in 2003. It provides a history of the airline, describes its services and facilities. It then performs a SWOT analysis, identifying strengths like its brand value but also weaknesses such as high maintenance costs. Several reasons for the airline's crisis are explored, like operational costs, employee strikes, and an inability to pay aircraft lease rentals. Potential solutions are proposed, such as reducing costs on meals and focusing on smaller aircraft for short routes. However, the airline ultimately shut down in 2012 due to management and financial issues.
This document summarizes a study on the aviation industry in India. It outlines the market share of major airlines, presents SWOT and PEST analyses, discusses industry trends like business diversification, mergers and acquisitions, and new technologies. While the industry has grown significantly, challenges remain such as high fuel costs, shortage of skilled labor, and intense competition. The conclusion notes that growth is strong but problems like increasing fuel prices and unpaid bills threaten industry stability.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Customer satisfaction & service excellence @ kingfisherSantanu Das
Kingfisher Airlines provides excellent customer service and aims to achieve high levels of customer satisfaction. It trains employees rigorously to ensure hospitality and handle all situations with a smile. Customer feedback is directly handled by the chairman to understand needs and improve service. While most customers are highly satisfied, some defect due to high prices or occasional service issues. The airline works hard to minimize defection by paying close attention to each individual customer.
This document provides a final report on a capstone project conducted by Mariana Tello and Mihail Chirichenko for Student Competitions AB. The project involved developing and implementing a new product called MiniComs, which are smaller, more scalable versions of the company's existing full competitions. Over the 6-month project, Tello and Chirichenko created a technical platform for MiniComs, ran pilot MiniComs for two companies, conducted market research, and contacted over 100 potential company clients. While initial goals and timelines were overly optimistic, regular communication helped realign expectations. The project confirmed MiniComs' potential to help Student Competitions achieve its strategic goals through a more standardized,
SpiceJet Airlines is a low-cost airline based in Delhi, India. It began operations in 2005 and has grown to become one of India's largest airlines. SpiceJet aims to make flying affordable for all Indians. The presentation provides an overview of SpiceJet's history, leadership team, fleet, destinations served, and awards received for being voted the best low-cost airline in South Asia. It has expanded rapidly since its founding and continues its mission of providing low fares across India.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
This case study analyzes the strategy and success of IndiGo, India's largest domestic airline by market share. Some key points:
1) IndiGo has grown rapidly since its founding in 2006 to become India's fastest growing and most profitable domestic airline, overtaking competitors through its low-cost business model.
2) IndiGo focuses on affordable fares, on-time performance, and hassle-free service to attract customers. This strategy has helped it gain a 21.9% domestic market share.
3) While facing challenges like high fuel costs and competition, IndiGo has opportunities to expand into new markets like freight and international routes. Its continued growth relies on maintaining its low
Southwest Airlines started in 1971 with 3 aircraft and focused on keeping costs low to offer low fares. By emphasizing excellent customer service and a fun, supportive company culture, Southwest was able to achieve significant growth and market share. However, increased competition from other low-cost carriers poses a threat going forward. To sustain its success, Southwest will need to maintain its unique culture while continuing to find new ways to improve efficiency and reduce costs.
The document discusses the Indian aviation industry, including its rapid growth, key players, factors influencing costs, and regulatory environment. It notes that the industry has grown significantly since liberalization began in the 1990s, with passenger traffic growing at 16% annually, and various events like the entry of low-cost carriers in 2003 further fueling expansion. However, challenges remain like high taxes on jet fuel, inadequate infrastructure, and financial difficulties faced by many airlines.
The document discusses the airline industry in India. It notes that India is the fastest growing aviation market according to IATA. Bangalore constitutes about 65% of aviation manufacturing in India. The airline product includes on the ground services like check-in and food onboard as well as in-flight services. Pricing can be based on class of travel, load factors, and other factors. Airlines advertise to promote tourism in India through images of scenery and culture. Customer loyalty is important and can be increased through offers, discounts, and cashbacks.
The document discusses the five generic competitive strategies: low-cost provider strategy, broad differentiation strategy, focused low-cost strategy, focused differentiation strategy, and best-cost provider strategy. It provides details on each strategy, including effective approaches, competitive advantages and risks, and potential pitfalls. For example, it explains that a low-cost provider strategy aims to gain market share through lower prices, but risks price wars, while differentiation strategies charge premium prices but must offer truly unique attributes. A best-cost provider hybridizes the two by meeting customer expectations at a lower price than competitors.
The document discusses the human resource crisis at Air India Limited. It provides background on Air India's history and financial troubles. It summarizes findings from a survey conducted by the Dharmadhikari Committee to understand employee situations. Key issues identified include unpaid salaries, integration problems from the merger of Air India and Indian Airlines, and a bloated cost structure. Recommendations include privatizing Air India, cutting unprofitable routes, downsizing while protecting union jobs, and appointing a visionary leader to drive the company forward.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' revenue sources and value creation approaches. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Apparent weaknesses in Emirates' strategic direction are discussed, along with potential solutions. The impact of declining fuel prices on Emirates' future strategy is also considered.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' sources of revenue and costs. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Potential weaknesses in Emirates' strategic direction are discussed, along with how the airline could address issues like overlooking faults in marketing and being overconfident in its industry position. The impact of declining fuel prices on Emirates' future strategy is also considered.
1) Indigo Airlines is the largest airline in India in terms of market share at 39.4% as of 2017.
2) It has grown rapidly since starting operations in 2006 and becoming profitable within its first 5 years.
3) While Indigo's financial results declined in 2016-2017 compared to the previous year, it remains the most profitable low-cost carrier in India and one of the largest in Asia.
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES VARUN KESAVAN
India is the 9th largest aviation market in the world with a size of around US$ 16 billion and is poised to be the 3rd biggest by 2020. India aviation industry promises huge growth potential due to large and growing middle class population, rapid economic growth, higher disposable incomes, rising aspirations of the middle class and overall low penetration levels.
Finally, it provides recommendations to improve Air India's performance by adopting strict cost controls, revising wages, limiting government control, investing in fleet and maintenance, rebranding the company, and paying employee salaries on time.
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 document discusses the definition of strategy and its key elements. It notes that strategy has become a catch-all term used to mean different things. The document outlines major elements of an effective strategy, including arenas, vehicles, differentiators, staging, and economic logic. It emphasizes that while tools like industry analysis can inform strategy, activities like compensation policies are not the strategy itself. An effective strategy must be intentional, informed, integrated, and allow for adapting to unexpected opportunities.
This document discusses the crisis of Kingfisher Airlines, an Indian airline established in 2003. It provides a history of the airline, describes its services and facilities. It then performs a SWOT analysis, identifying strengths like its brand value but also weaknesses such as high maintenance costs. Several reasons for the airline's crisis are explored, like operational costs, employee strikes, and an inability to pay aircraft lease rentals. Potential solutions are proposed, such as reducing costs on meals and focusing on smaller aircraft for short routes. However, the airline ultimately shut down in 2012 due to management and financial issues.
This document summarizes a study on the aviation industry in India. It outlines the market share of major airlines, presents SWOT and PEST analyses, discusses industry trends like business diversification, mergers and acquisitions, and new technologies. While the industry has grown significantly, challenges remain such as high fuel costs, shortage of skilled labor, and intense competition. The conclusion notes that growth is strong but problems like increasing fuel prices and unpaid bills threaten industry stability.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Customer satisfaction & service excellence @ kingfisherSantanu Das
Kingfisher Airlines provides excellent customer service and aims to achieve high levels of customer satisfaction. It trains employees rigorously to ensure hospitality and handle all situations with a smile. Customer feedback is directly handled by the chairman to understand needs and improve service. While most customers are highly satisfied, some defect due to high prices or occasional service issues. The airline works hard to minimize defection by paying close attention to each individual customer.
This document provides a final report on a capstone project conducted by Mariana Tello and Mihail Chirichenko for Student Competitions AB. The project involved developing and implementing a new product called MiniComs, which are smaller, more scalable versions of the company's existing full competitions. Over the 6-month project, Tello and Chirichenko created a technical platform for MiniComs, ran pilot MiniComs for two companies, conducted market research, and contacted over 100 potential company clients. While initial goals and timelines were overly optimistic, regular communication helped realign expectations. The project confirmed MiniComs' potential to help Student Competitions achieve its strategic goals through a more standardized,
SpiceJet Airlines is a low-cost airline based in Delhi, India. It began operations in 2005 and has grown to become one of India's largest airlines. SpiceJet aims to make flying affordable for all Indians. The presentation provides an overview of SpiceJet's history, leadership team, fleet, destinations served, and awards received for being voted the best low-cost airline in South Asia. It has expanded rapidly since its founding and continues its mission of providing low fares across India.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
This case study analyzes the strategy and success of IndiGo, India's largest domestic airline by market share. Some key points:
1) IndiGo has grown rapidly since its founding in 2006 to become India's fastest growing and most profitable domestic airline, overtaking competitors through its low-cost business model.
2) IndiGo focuses on affordable fares, on-time performance, and hassle-free service to attract customers. This strategy has helped it gain a 21.9% domestic market share.
3) While facing challenges like high fuel costs and competition, IndiGo has opportunities to expand into new markets like freight and international routes. Its continued growth relies on maintaining its low
Southwest Airlines started in 1971 with 3 aircraft and focused on keeping costs low to offer low fares. By emphasizing excellent customer service and a fun, supportive company culture, Southwest was able to achieve significant growth and market share. However, increased competition from other low-cost carriers poses a threat going forward. To sustain its success, Southwest will need to maintain its unique culture while continuing to find new ways to improve efficiency and reduce costs.
The document discusses the Indian aviation industry, including its rapid growth, key players, factors influencing costs, and regulatory environment. It notes that the industry has grown significantly since liberalization began in the 1990s, with passenger traffic growing at 16% annually, and various events like the entry of low-cost carriers in 2003 further fueling expansion. However, challenges remain like high taxes on jet fuel, inadequate infrastructure, and financial difficulties faced by many airlines.
The document discusses the airline industry in India. It notes that India is the fastest growing aviation market according to IATA. Bangalore constitutes about 65% of aviation manufacturing in India. The airline product includes on the ground services like check-in and food onboard as well as in-flight services. Pricing can be based on class of travel, load factors, and other factors. Airlines advertise to promote tourism in India through images of scenery and culture. Customer loyalty is important and can be increased through offers, discounts, and cashbacks.
The document discusses the five generic competitive strategies: low-cost provider strategy, broad differentiation strategy, focused low-cost strategy, focused differentiation strategy, and best-cost provider strategy. It provides details on each strategy, including effective approaches, competitive advantages and risks, and potential pitfalls. For example, it explains that a low-cost provider strategy aims to gain market share through lower prices, but risks price wars, while differentiation strategies charge premium prices but must offer truly unique attributes. A best-cost provider hybridizes the two by meeting customer expectations at a lower price than competitors.
The document discusses the human resource crisis at Air India Limited. It provides background on Air India's history and financial troubles. It summarizes findings from a survey conducted by the Dharmadhikari Committee to understand employee situations. Key issues identified include unpaid salaries, integration problems from the merger of Air India and Indian Airlines, and a bloated cost structure. Recommendations include privatizing Air India, cutting unprofitable routes, downsizing while protecting union jobs, and appointing a visionary leader to drive the company forward.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' revenue sources and value creation approaches. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Apparent weaknesses in Emirates' strategic direction are discussed, along with potential solutions. The impact of declining fuel prices on Emirates' future strategy is also considered.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' sources of revenue and costs. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Potential weaknesses in Emirates' strategic direction are discussed, along with how the airline could address issues like overlooking faults in marketing and being overconfident in its industry position. The impact of declining fuel prices on Emirates' future strategy is also considered.
Merlion Airways has experienced strong financial growth since starting operations in 2016. It has expanded to three hubs in Singapore, Los Angeles, and Frankfurt serving 118 destinations globally. While competition is high, particularly in Singapore, Merlion has differentiated itself through unique pricing and high passenger load factors averaging over 90%. The company segments the market between premium travelers who receive enhanced amenities, and economy travelers who pay lower fares but have fewer included services. Merlion tailors its aircraft configurations and approaches to each flight duration from short to long-haul.
This analysis is done according to the Marketing concepts.First, It includes analysis of airline industry of Pakistan through BCG Matrix, PEST analysis, Porter Generic Strategies, SWOT Analysis. Secondly, it contains a marketing plan as well elaborating only its analysis.
Ryanair has utilized several key strategies to become Europe's largest low-cost carrier. These include maintaining a laser focus on cost containment, operating frequent point-to-point flights on short-haul routes, and maximizing ancillary revenue sources. Ryanair keeps costs low by operating efficiently from secondary airports and maintaining a young, fuel-efficient fleet. The strategy has proven highly sustainable due to Ryanair's continued growth and profitability, though recommendations include increasing flight frequencies and opening new routes to drive further expansion.
This document analyzes AirAsia's internal environment through an assessment of its tangible and intangible assets, core competencies, strengths, and weaknesses. It finds that AirAsia's main strengths are its strong cost management, network and planning management capabilities, and ability to drive innovation. However, it could improve its crisis management, engagement of certain customer segments, customer relationship management, and further lowering ticket prices. The document provides recommendations in each of these weakness areas.
The document discusses critical success factors of low-cost carriers (LCCs) globally and in India. It analyzes the performance of LCCs in India and reasons for their failure. It then provides strategic options to make Indian LCCs economically viable.
For LCCs globally, key success factors discussed include WestJet's 7 domains attractiveness model, culture of employee empowerment, and low-cost model. AirAsia utilizes absolute cost advantage through low costs per seat and distribution costs.
In India, LCCs saw growth but faced challenges like employee shortage, low regional connectivity, rising fuel costs, declining yields from competition, and infrastructure gaps. Strategic options suggested for Indian LCCs include re
Ryanair has utilized a low-cost business model since 1985 to become Europe's largest airline. Key elements of Ryanair's strategy include maintaining extremely low fares, costs, and operating efficiencies through measures like direct point-to-point routes, online booking, and secondary airports. Ancillary revenues from fees and onboard sales have become a major part of Ryanair's revenue model at 58% as the airline focuses on frequent, low-cost flights while minimizing customer service costs. Ryanair's strategy has been highly successful but maintaining sustainability will depend on continued cost controls and exploiting new growth opportunities like additional routes and destinations.
This document provides an overview of the Indian civil aviation industry. It discusses key statistics such as India being the 9th largest civil aviation market worth $12 billion with 4,200 airports and 27,000 aircraft. It also discusses the current scenario of 18% growth in passenger traffic but operational losses for airlines. The major factors influencing the industry are high fuel prices accounting for 45% of costs, a weak rupee, increasing airport charges, and rising service taxes. The document also examines pricing strategies, advertising and branding, and competition in domestic and international markets. It concludes that while growth is currently low, India is poised to become the world's 3rd largest aviation market by 2020.
A database management project conducted by NYU students. Using crosstab analysis and other data analytic tools to categorize current customers of Emirates into different value groups and create customized marketing strategy to address each of the segmentation.
JetBlue Airways was founded in 2000 by David Neeleman with a vision of providing low fares and high quality customer service. In 2008, after several leadership changes, JetBlue implemented new strategies like reducing capacity, raising fares, improving services for business travelers, and forming strategic partnerships. These strategies aligned with addressing industry challenges like high fuel costs and competition. The document discusses JetBlue's strategies and financial performance from 2003-2007, which supported replacing top management to help the company rebuild its reputation and develop innovative strategies for continued success.
Spirit Airlines: Strategic Management Case StudyMarissa Pié
Each degree candidate in the Saint Mary's College Department of Business Administration is responsible for successful completion of a senior comprehensive project. The project incorporates interdisciplinary application of business principles, including marketing, accounting and strategic management. A team of four conducts a case study and presents both a formal written report (attached) and a 10 minute "pitch" presentation to the entire department.
Most of my published aviation articles are uploaded, this time it is Engish version, addressing Aircraft Evalution, Traffic Forecasting, Engine Stock Control and many unique topics
Slides - Airfares Global Distribution Strategy for Higher Incremental Revenue...Simon Riha, MSc, MBA
This document summarizes research on how airlines can generate incremental revenue from non-core and distant markets (NCDM) through their global distribution system (GDS) presence. The research found that 60% of analyzed airline fare structures restricted sales in NCDM. Adjusting fares to be compatible with sales on partner airlines' tickets in these markets could open new revenue streams without significant costs. The conclusions recommend airlines identify NCDM countries, partner airlines suitable for e-ticketing there, and adjust fare structures to optimize sales in NCDM.
EasyJet is a low-cost airline that focuses on operational efficiency through standardization, online booking, and point-to-point routes to keep costs low. It prioritizes low fares, on-time performance, and convenience through primary airports to attract price-sensitive customers. An important operational decision is fleet commonality, where EasyJet operates an all-Airbus fleet to reduce training and maintenance costs.
This document provides a strategic marketing plan for a proposed new domestic airline in Sri Lanka called Cinnamon Air. It begins with an executive summary that outlines the opportunity in Sri Lanka's growing domestic air travel market and sets objectives for the new airline to capture unmet demand on unserved routes. The marketing objectives are to establish service on key routes to absorb unmet demand, achieve high passenger load factors, generate revenues exceeding certain thresholds within set timeframes, and achieve specified profitability targets and returns on investment. Financial projections anticipate average load factors of 60-80% in the first year, revenues approaching certain levels within 6 months and 1 year, and net profits in the specified ranges.
This document provides an analytical note on Kenya Airways Ltd. It begins with an investment summary that recommends a "SPECULATE" rating for the stock based on price volatility and liquidity. Various financial analyses are then summarized, showing declining returns and signs the company may be facing bankruptcy. Key risks like competition, fuel costs, and weak codeshare partnerships are also discussed. Strategies are proposed for Kenya Airways to reduce costs, improve revenue management, and leverage its brand as the "Pride of Africa".
Ryanair is a low-cost airline founded in 1985 that operates short-haul, point-to-point flights within Europe. Its business strategy focuses on minimizing costs through the use of standardized Boeing 737 aircraft, secondary regional airports, and charging fees for services like checked bags. Ryanair aims to establish itself as Europe's most profitable low-cost airline by offering low fares and expanding ancillary services online. While Ryanair has experienced growth in recent years, it faces threats from rising fuel costs, stricter emissions regulations, and increased competition from other forms of travel.
GSM5160 Strategic Management MBA Quick NotesAminudin Saari
The document provides an overview of strategic analysis tools that will be used to analyze the Emirates Group, a major international airline. It begins with background on current market position and strategy using the BCG matrix and Johnson strategy clock. An analysis will then identify problems using fishbone diagrams and pareto charts. External factors will be examined using PESTLE and Porter's 5 forces, while internal factors will use SWOT analysis. Growth strategies will be considered using Ansoff's matrix. Recommendations will be provided using a strategy map and balanced scorecard. The analysis and conclusions will assess Emirates Group's competitiveness.
This document discusses various types of financial statement analysis that can be used to analyze the financial performance and position of healthcare organizations. It covers horizontal analysis, vertical analysis, ratio analysis, and calculating specific ratios to evaluate an organization's liquidity, profitability, activity, and capital structure. The learning objectives are to analyze financial statements using these techniques and to calculate and interpret common liquidity, profit, activity, and capital structure ratios.
This document provides an overview of Salam and Istisna contracts in Islamic finance. It defines Salam as a sale where the price is paid in full at the time of contract for goods to be delivered in the future. Istisna is defined as a sale of goods to be manufactured, where the price is not necessarily paid in full up front. The document outlines the conditions for each contract and differences between them, such as payment terms and ability to cancel. It also discusses how Istisna can be used to structure financing agreements, such as for construction projects.
This document discusses supply chain management. It defines supply chain management as all operations linked to provide goods and services to end customers. The objectives of supply chain management are listed as quality, speed, dependability, flexibility and cost. The key activities of supply chain management are purchasing, physical distribution management, transportation, storage, warehousing, order processing and communication. The document also discusses relationships in supply chains between businesses and customers, and types of partnerships. It outlines approaches to improving supply chain performance, including the Supply Chain Operations Reference (SCOR) model of business process modeling, benchmarking and best practices analysis.
Stanley Pharmaceuticals is a Pakistani pharmaceutical company established in 1995. It has state-of-the-art production facilities located in Peshawar. The company produces tablets, syrups, and other pharmaceutical products. It has a quality policy of using high-quality inputs to produce high-quality outputs. Stanley measures its production capacity based on output measures like number of tablets produced per day. It also considers demand fluctuations and adjusts its short and medium-term capacity using strategies like increasing production hours. The document discusses key concepts for capacity planning and management including measuring demand, design capacity vs effective capacity, and overall equipment effectiveness.
The document summarizes Toyota's supply chain management. It discusses how Toyota sources parts from local suppliers in a team-based approach to compensate for workload. Toyota focuses on long-term supplier relationships based on cooperation and teamwork. It also describes Toyota's just-in-time production system and continuous improvements in quality, waste reduction, and leveled production. Finally, it discusses Toyota's distribution network of 5000 dealers and 120,000 employees worldwide and its strategy of working with one distributor in each country to jointly prosper.
Mudarabah ! Islamic Finance By Mufti Taqi Usmani .Faisal Hayat
Mudarabah is a form of partnership where one party provides capital for an investment and the other party manages the project. Any profits are shared according to a predetermined ratio, while losses are borne solely by the capital provider. There are two types of Mudarabah: restricted, where the capital provider specifies the business or place; and unrestricted, where the manager has broader discretion. Mudarabah can be terminated by either party giving notice. While opinions differ, most scholars allow trading of Mudarabah certificates if non-liquid assets represent over 50% of the project's value. Mudarabah and Musharakah can also be used to finance single transactions like imports.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
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Continental Airlines Case Study !
1. Continental Airlines Case Study
Submitted By
Faisal Hayat (13)
Sarmad Jalal (25)
BBA 7th
Semester
Submitted To
Sir Saifullah
Assistant Professor
Institute Of Management Studies
University of Peshawar
2. Preface
It is part of the course that our professor has awarded us.
We have written a report on the case study of continental
airlines and the basic goal of this task it to obtain the
knowledge in the field of strategic management in this
report. We have applied different matrices and strategies
and it helped us to increase our knowledge.
3. Executive Summary:
The founders of Continental airlines are Louis Mueller and Walter Varney and
became functional in 1934. The current CEO of continental airlines is Gordon
Bethune. Continental airlines today are serving 133 domestic and 132 international
destinations. It has above 40,000 employees who serve 67 million passengers per
year. The main objective of continental airline is to make their operations more
efficient, provide ease to their employees and customers and to reduce the cost.
Continental airlines wanted to keep their system up to date by introducing new
innovative technologies time to time. For this purpose, Continental airlines
followed a guiding principle, “The Go Forward plan”. The go forward plan had
four basic elements. 1. Fly to win (Market plan) 2. Fund the future (Financial plan)
3. Make Reliability a Reality (Productplan) 4. Working together (Employees). The
young top management including Lawrence Kellner and Jeffry smisek joined this
airline in 1990’s. With the passage of time continental became world’s fifth largest
airline. It operates more than 3000 daily departures throughout the America,
Europe and Asia. According to AQR (Airline quality Rating) 2007 Continental
airline was best in providing service quality. Continental airline AQR scorehas
declined for the last three years even though it’s ranking has improved.
Continental’s passenger yields have risen slightly over the past two years to 12.29,
and compare favorably to northwest and south west airlines. So continental got a
net income of $343 million in 2006 after losses in 2004 and 2005. And the major
cause of this loss and bankruptcy was 9/11. In 2006 and 2007 airlines returned to
profitability. Continental airlines were in a tough competition with its rivals. The
market share of continental airlines was 7.7% which was very less then American
airlines and united airlines. Continental airlines had many opportunities to get lead
in the market e.g. online booking of tickets was an opportunity to sell tickets faster
than the normal process. Moreover market was becoming globalized which was a
chance for continental airlines to capture the market. Keeping in view all these
aspects EFE matrix showed that Continental airline in effective giving value of
2.60. In comparison with other competitors, CPM matrix showed that Southwest
airlines have bestproductquality, management experience and global expansion.
While Continental gives 1.82 which is less. Than they use many strategies main
focus is on intensive strategies through which they can get more profit .All the
issues that continental airlines are as natural environment. Competitors fuels etc.
are making problem for this airline some strategies are applied to overcome this
5. 1.1-Continental airlines vision:
Continental Airlines Inc. seeks to lead its industry in superior customer service, innovative
technology, employee satisfaction, and environmental advances, at home and abroad.
1.2-Continental airlines mission:
Continental airline struggles to gain excellent customer service and satisfaction through
technological advances in website bookings and e-ticket purchasing .We have strict security
measures to ensure our customer’s safety.
1.3-Continental Airlines Objectives:
To Achieve above average profits by minimizing their cost. Provide such products and services
which make you able to lead the industry. Keep good relation with customer and employees.
1.4-Continental Airlines Strategies:
Continental airline has implemented turnaround strategy to become profitable in the market.
2-Developed Mission and Vision Statement:
2.1-ContinentalAirlines MissionStatement:
"We struggle to become best airline in the industry by support of our customers and employees."
2.2-ContinentalAirlines Vision statement:
“To get lead in the industry by focusing on customer’s satisfaction, employee satisfaction, new
technologies and innovations”
3-External opportunities:
1. Aviation market expansion
2. Online booking through internet
3. Emergence of fuel efficient engines in the market.
4. Emergence of electronic tickets.
5. Major competitor winding up their business.
4-External threats:
6. 1. Rise in fuel prices.
2. Economy fall after 2001
3. Entry of rivals in the market.
4. Labor wages increase
5. Easy entrance of rival in the market.
5-Competitive profile matrix:
We compare Continental Airline, DeltaAirlineandSouthwestAirline
Continental
Airlines
Southwest
Airlines
Delta
Airlines
Factors Weight Rating Average
Weightage
Rating Average
Weightage
Rating Average
Weightage
Financial
Status
0.07 2 0.14 1 0.07 3 0.21
Product
quality
0.1 3 0.3 4 0.4 1 0.1
Globalization 0.4 1 0.4 2 0.8 4 0.16
Labour
Union
0.09 4 0.36 1 0.09 3 0.27
Pricing 0.2 1 0.2 3 0.6 4 0.8
Market
Share
0.14 3 0.42 4 0.56 2 0.28
1.82 2.52 1.82
It seemsthatSouthwestairlinesisshowinggoodprogressthanContinental andDeltaAirlines.
7. 6-External FactorEvaluation:
External Factors Weight Rating WeightedScore
Market Expansion 0.09 2 0.18
Online bookings 0.2 4 0.8
Fuel efficientengines 0.17 3 0.51
Entry of rivalsin
market
0.3 1 0.3
Fuel price increased 0.05 3 0.15
Labour wagesincrease 0.10 2 0.20
Fall ineconomy 0.09 1 0.09
1 3.03
So we can say that continental airlines are prepared above average to face External
Opportunities and threats.
7-Strengths:
1. Fifth largest airline serving domestic as well as international airline.
2. Very rare customer complaints.
3. On time performance
4. Well trained staff
5. Denied boarding rate reduced.
8-Weaknesses:
1. Increase in mishandling of luggage
2. No online reservation system
3. Less market share
8. 9-Internal factor evaluation:
Internal factors Weight Rating WeightedScore
5Th
Ranking 0.10 3 0.3
Decrease incomplaints 0.25 4 1
On time performance 0.07 4 0.28
Trainedstaff 0.14 3 0.42
Deniedboarding
reduced
0.05 4 0.2
Increase inmishandling
of luggage
0.20 1 0.20
No online reservation
system
0.08 1 0.08
Lessmarketshare 0.11 2 0.22
=1 =2.7
Score2.7 shows that Continental Airlines have strong internal position.
10-SWOT/TOWS matrix
Internal Factors
External Factors
Strengths(S)
S1 Fifth Largest Airplane
S2 Rare complain
S3 On time Performance
S4 Well Trained Staff
S5 Boarding Rate Decreased
Weaknesses(W)
W1 Mishandling Of Luggage
W2 less market share
W3 No Online Reservation
9. Opportunities(O)
O1Aviation market
expansion
O2 online booking through
internet
O3 emergence of electronic
tickets
SO Strategies
S5,O1 Boarding rate
decreased to expansion in
aviation market
WO Strategies
W2,O2 less market share due
to expansion of aviation
market
Threats(T)
T1 entry of rivals in market
T2 labor wages increase
T3 Major competitor winding
up their business
ST Strategies
S1,T1 Entry of rivals in the
market may change or effect
their ranking
WT Strategies
W1,T1 labor wages are
increasing but still there is
mishandling of luggage .
Recommendation:
SO strategy: Decrease boarding rate to due to the expansion of the aviation market.
WO strategy: They should provide such unique Services to increase Market Share because the
Market is expanding.
ST strategy: They should do something that their ranking should remain the same if not
improved like advertisement providing safe journey etc. because rivals are increasing.
WT strategy: they should hire labors that can help in handling of luggage properly.
10. 11-Space Matrix:
There are two axes of spacematrix that’s represent two dimensions first
is financial strengths and competitive advantage these are internal dimension and
second is industrial strengths and environmental stability as external dimension.
Financial Strengths:
1) Net Income after Third Quarter $241 Million 2.0
2) Revenues $3.8 Billion 2.0
Total 4.0
Industry Strengths:
1) Above average profit is achieving 4.0
2) More rely on domestic routes 3.0
Total 7.0
Environmental Stability
1) Cost in reduced by technology -3.0
2) Fuel Accuracy -2.0
Total -5.0
Competitive advantage
1) Decline in service quality -2.0
2) Market Share 7.7% -1.0
Total -3.0
ES Average is -5.0 ÷2 = -2.5
IS Average is 7.0 ÷2 =3.5
CA Average is -3.0 ÷ 2= -1.5
FS Average is 4.0 ÷ 2=2
Directional Vector Coordinates:
x-axis:-1.5 + (+3.5) = +2
11. FS
+6
+1
+5
+4
+3
+2
-6
-5
-4
-3
-2
-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6
ES
CA IS
Conservative Aggressive
Defensive Competitive
y-axis: -2.5 + (+2) = -0.5
Recommendation:
The above line shows that it’s in com putative quadrant so they should use the
intensive strategies that include market penetration, market development and
productdevelopment Strategies.
12. 12-IE Matrix:
Internal Factor Evalution Value is : 2.7
External FactorEvaluation Value is 3.3
So the Internal External matrix is as under the value assigned was calculated
above :
Recommendations:
Continental airlinesare inharvestzone meanstheyshoulduse retrenchment,divestitureandliquidation
strategy.
13-BCG Matrix:
The BostonConsulting Group Matrix. It is a private consulting firm based in
Boston.
Quadrant:
It falls in question mark quadrant because they have less market share and the
market is growing too fast.
Recommendations:
13. They should rely on intensive strategies and divesture strategy because they need
to maintain their ranking well
14-QSPM MATRIX:
Market Market
Development Penetration
KeyFactors Weight AS TAS AS TAS
External Opportunities
Aviation market expansion 0.15 1 0.15 2 0.30
Online bookingthroughinternet 0.15 1 0.15 1 0.15
Emergence of fuel efficientenginesinthe market. 0.09 2 0.18 2 0.18
Emergence of electronictickets. 0.05 3 0.15 3 0.15
Major competitorwindinguptheir business. 0.17 1 0.17 2 0.17
External Threats:
14. Rise infuel prices. 0.04 2 0.08 2 0.08
Economyfall after2001 0.10 2 0.2 2 0.20
Entry of rivalsinthe market. 0.15 1 0.15 1 0.15
Labor wagesincrease 0.05 2 0.1 2 0.1
Easy entrance of rival in the market.
Total
0.05
1
2 0.1 2 0.1
Internal Strengths
FifthlargestAirline 0.08 2 0.16 3 0.24
Veryrare customercomplaints. 0.17 1 0.17 1 0.17
On time performance 0.12 2 0.24 1 0.12
Well trainedstaff 0.13 1 0.13 2 0.26
Internal Weaknesses
Increase inmishandlingof luggage 0.20 1 0.20 2 0.4
No online reservationsystem 0.16 1 0.16 2 0.32
Lessmarketshare 0.14 2 0.28 1 0.14
Total 1 2.77 3.23
Conclusion:SoMarketPenetrationValue ismore thanmarketdevelopment.
15-Recommended strategies and long term objectives:
I will recommend intensive strategies that is market penetration, market
development and productdevelopment for continental airlines because through
market penetration they can get back customers means by advertising and hiring
employees for the promotion will help them to increase their revenue .by product
development means they should make changes in their productthat can meet
modern days demand. They should try to develop there market as will. And there
long term objective should be to make the service or to take their service to such
improvement that can give them top ranking in market (airlines market) they
should give high rise or increase the wages of their employees. They should sell
their tickets in reasonable rate that people make way towards them becauseprice
attract the customers .they should try to cover all the areas means they should
15. introduce their service all over the world not specifically in India and America .
They should develop a website properone that will create ease for the customers to
get information about the flights.
16-Forecasted Ratios:
16.1-Liquidity ratio:
Current ratio = Current Assets /Current Liabilities
11308000/10961000=1.03 Dec 31, 2006
10529000/10303000=1.02 Dec 31, 2005
10511000/10356000=1.01 Dec 31, 2004
Quick ratio= Current assets-Current liabilities / Current Liabilities
11308000-10961000 = 0.03 Dec 31, 2006
10961000
10529000-10303000 =0.02 Dec 31, 2005
10303000
10511000-10356000=0.01 Dec 31, 2004
10356000
16.2-Leverage Ratios:
Debt to total asset ratio= Total Debt/Total Asset
4859000/11308000=0.42 Dec 31, 2006
5057000/10529000=0.48 Dec 31, 2005
5167000/10511000=0.49 Dec 31, 2004
16.3-Profitability Ratios
17. Earningsper share 39.4 23.4 19.4
17-Annual Objectives and strategies:
There annual objective should be to balance the work between their staffs they
should use the strategy that if someone is working extra he should be paid extra
they should give reward to its workers. They should develop and advantage
between their employees means develop competitive advantage to give extra
services and bonus to their hardworking and dedicated employees. They should
encourage their employees that’s they are going well as give them and increase in
salaries and promotions. By doing such they will grow and their revenue will be
increased in future years.
18-Procedure for strategy review and evaluation:
Strategy should be consistent the goals and policies should be consistent.
Before implementing strategy they should study the environment that what
sort of trend is happening or in.
Problems may arise in making strategy so they should have a proper
solution to it within their resources
They should create competitive advantage
They should plan something different then their competitors and then look
around whether it will work.