Descriptions and Accomplishments vanderlende consulting
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Vanderlande is a global leader in baggage handling systems. They engaged consulting to help increase their footprint in Mexico by positioning themselves for a $200M contract for the new Mexico City airport baggage system. The consultant introduced Vanderlande to key stakeholders and airport groups in Mexico. Longest Chance offers RFID baggage tracking solutions. They engaged consulting to help enter the North American market. The consultant introduced Longest Chance to airlines in North America and had them present at industry events. Amadeus is a leader in travel technology. They engaged consulting to improve their North American position, which was below global levels. The consultant developed account plans and identified opportunities with major US airlines.
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Aer Lingus is an Irish airline that provides both passenger and cargo air transportation services. It operates short-haul routes within Europe and long-haul routes to the United States. A SWOT analysis identifies Aer Lingus' strengths as its strong foothold in the European market and large fleet size. Weaknesses include alleged strained employee relations and limited international presence. Opportunities exist to expand routes and destinations with its new fleet. Threats include increasing fuel costs, changing regulations, and competition. Aer Lingus' ability to effectively execute its low-cost business model and coordinate with suppliers is critical to its success, especially in an economic downturn where demand for travel is reduced.
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Air France is the flag carrier airline of France. It is headquartered near Paris and operates flights to over 160 global destinations from its hubs in Paris. Air France was formed in 1933 through the merger of several French airlines and remains a full service network carrier. It carries over 50 million passengers annually and has subsidiaries operating regional flights throughout France.
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The document discusses British Airways (BA), including:
1. It serves 33 million cups of tea and uses large quantities of food each year to serve over 7,000 passengers nightly on its fully flat bed club world flights.
2. In the 1980s, BA was in severe financial trouble and almost bankrupt, but through job cuts and cultural changes initiated by its new chairman, it was transformed into a profitable airline known for its customer service.
3. One of BA's achievements this century was a new low-cost pricing structure for domestic and European flights starting from £59 and £69 respectively.
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Aer Lingus is an Irish airline that provides both passenger and cargo air transportation services. It operates short-haul routes within Europe and long-haul routes to the United States. A SWOT analysis identifies Aer Lingus' strengths as its strong foothold in the European market and large fleet size. Weaknesses include alleged strained employee relations and limited international presence. Opportunities exist to expand routes and destinations with its new fleet. Threats include increasing fuel costs, changing regulations, and competition. Aer Lingus' ability to effectively execute its low-cost business model and coordinate with suppliers is critical to its success, especially in an economic downturn where demand for travel is reduced.
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Air France is the flag carrier airline of France. It is headquartered near Paris and operates flights to over 160 global destinations from its hubs in Paris. Air France was formed in 1933 through the merger of several French airlines and remains a full service network carrier. It carries over 50 million passengers annually and has subsidiaries operating regional flights throughout France.
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Paris Airports is the largest airport group in Europe, handling over 90 million passengers annually across its three airports. As the airport operator and property developer, it has developed extensive airport city projects at Charles de Gaulle and Orly airports. These airport cities include over 1 million square meters of leased commercial space across offices, hotels, retail, logistics and industrial facilities. Paris Airports' property division aims to continue developing these airport cities and capturing added value by organizing development around the airport business model. Its strategy is to invest independently and with partners in identified real estate products to improve asset quality and economic performance over the long term.
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Frankfurt Airport is a major international hub airport that is continually growing. It has expanded beyond the functions of an airport to become an entire "Airport City." The Airport City includes office parks, logistics centers, hotels, and other developments that take advantage of the airport's connectivity and central location. Frankfurt Airport aims to manage this growth sustainably through initiatives like allocating contracts locally and investing in new infrastructure. It has become one of the largest employment centers in Germany, demonstrating how an airport can drive regional economic development.
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EasyJet is a British airline headquartered in London that carries more passengers than any other UK-based airline. It has seen rapid expansion since 1995 through acquisitions and new routes, and now operates over 180 aircraft across 20 European bases. In 2009 it carried over 45 million passengers, making it the second largest low-cost carrier in Europe behind Ryanair.
British Airways
The document discusses British Airways (BA), including:
1. It serves 33 million cups of tea and uses large quantities of food each year to serve over 7,000 passengers nightly on its fully flat bed club world flights.
2. In the 1980s, BA was in severe financial trouble and almost bankrupt, but through job cuts and cultural changes initiated by its new chairman, it was transformed into a profitable airline known for its customer service.
3. One of BA's achievements this century was a new low-cost pricing structure for domestic and European flights starting from £59 and £69 respectively.
Merger Between AIR FRANCE & KLM
This document provides an overview of Air France-KLM, which was formed through the merger of Air France and KLM Royal Dutch Airlines in 2004. It discusses the history and operations of both airlines, details of the merger that created the largest airline group by revenue, and developments since the merger, including restructuring efforts in response to financial losses. The merger brought together Air France, the French flag carrier, and KLM, the flag carrier of the Netherlands, under a single holding company while they continue to operate distinct airline brands.
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KLM Royal Dutch Airlines was founded in 1919 and has grown to become part of the Air France-KLM Group. It operates 203 aircraft on routes to 133 destinations worldwide from its hubs at Amsterdam Schiphol and Paris Charles de Gaulle airports. KLM has partnerships with other airlines including Delta and Alitalia, and is working to return to profitability through cost reductions and debt repayment.
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Aer Lingus
Aer Lingus is Ireland's national flag carrier airline and its second biggest airline after Ryanair. It operates mainly Airbus aircraft serving Europe, North Africa, Turkey, and North America. While no longer a member of an airline alliance, it has codeshare agreements with major alliance members. Aer Lingus has adopted a hybrid business model operating both low-cost and full-service flights. It is headquartered at Dublin Airport and has operating bases in Belfast, Cork, London Gatwick, London Heathrow, and Shannon, with its main hub in Dublin.
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British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have gained market share. British Airways' CEO recently warned employees that the airline faces potential bankruptcy if unions do not accept voluntary redundancies, as the company lost £401 million last year in a downturn worse than expected.
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2) Key aspects of the plan include expanding passenger and cargo capacity, improving multi-modal transportation access through highway and high-speed rail connections, and developing commercial and industrial districts surrounding the airport.
3) Proponents aim to transform Kualanamu Airport into Indonesia's second most important international gateway and a driver of economic growth in North Sumatra modeled after major Asian aerotropolis projects.
British Airways
British Airways
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5731210294 Thitivara Jamdoung
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5831210202 Kridichot Inunchot
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©copyright by Mae Fah Luang University
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Chris LeTourneur - Session 2: Non-Aeronautical Revenue Development.
This document discusses strategies for airports to develop non-aeronautical revenue sources. It provides examples of how several major airports have diversified their offerings to include retail, entertainment, hotels, business parks, and other commercial activities. The goal is for non-aeronautical revenue to account for 60% or more of total revenue. Examples mentioned include shopping outlets, auto malls, theme parks, conference centers, and energy or manufacturing businesses located near airports. Maximizing non-aeronautical revenue can help airports be less dependent on airlines and aviation fees.
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Aer Lingus is an Irish national airline that primarily serves Ireland, Europe, the UK, and US. The presentation discusses Aer Lingus' financial position and recent performance. Key points include that Aer Lingus' net cash increased by 29.9% and total assets decreased from 2014 to 2013. While profitability has improved, ability to manage cash flow has also progressed. The document concludes that Aer Lingus has become more efficient in using investments and capital employed to generate profits.
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This document provides an overview of British Airways as a global premium airline. It discusses British Airways' history, products and services, competitors, strengths, weaknesses, opportunities, threats, environmental scanning, strategic choices, and long-term goals of expanding its global presence and improving customer service. The document serves as an assignment brief for a strategic analysis of British Airways' business model and performance.
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British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have gained market share. British Airways' CEO recently warned employees that the airline faces potential bankruptcy if unions do not accept voluntary redundancies, as the company lost £401 million last year in a downturn worse than expected.
Management Consultancy Report
This document provides a management consultancy report on British Airways' response to increased competition from budget airlines. It includes an analysis of the global and European airline industries, as well as profiles of British Airways, EasyJet, and Ryanair. The report identifies low cost carriers as the main threat to British Airways and proposes using the Theory of Constraints to develop a marketing campaign highlighting hidden fees of budget airlines. This is predicted to improve British Airways' competitive position against rising budget carriers.
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Tri S. Sunoko - Session 2: Introducing The Emerging Asian Airport Cities
1) The document discusses plans to develop Kualanamu International Airport in Medan, Indonesia into a major regional hub airport and center of economic development known as an "aerotropolis".
2) Key aspects of the plan include expanding passenger and cargo capacity, improving multi-modal transportation access through highway and high-speed rail connections, and developing commercial and industrial districts surrounding the airport.
3) Proponents aim to transform Kualanamu Airport into Indonesia's second most important international gateway and a driver of economic growth in North Sumatra modeled after major Asian aerotropolis projects.
British Airways
British Airways
Member
5731210003 Kanokrada Phongphumma
5731210028 Kulthida Sirisapaisan
5731210089 Nattida Pamakang
5731210093 Dandao Sukantanak
5731210146 Phatcharaporn Thaviset
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5731210294 Thitivara Jamdoung
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5831210202 Kridichot Inunchot
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©copyright by Mae Fah Luang University
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Non-aeronautical revenues such as real estate contribute significantly to airport finances. At Amsterdam Airport Schiphol, real estate contributes over 30% to operating results. Airport real estate includes terminal-related commercial space as well as non-terminal business parks that provide offices, hotels, restaurants and other services to companies. Schiphol Real Estate manages real estate development and investments at and near the airport to generate additional income through properties like offices, warehouses, and business parks. Special complex developments have combined aviation and commercial functions in single buildings.
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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.
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09 09 01 Aci Non Aeronautical Revenues, Airport Real Estate
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Airbus has a complex global supply chain strategy to produce aircraft. It outsources over 40% of work to thousands of suppliers to reduce financial risk and costs. This allows Airbus to assemble components sourced from partners. It manages procurement through multi-functional project teams and works to ensure suppliers meet quality and delivery standards. Airbus also aims to incorporate sustainability throughout its large worldwide supplier network.
Condensed Innovation - Oct 2014
This document discusses the growing importance and potential of airport retail, particularly pop-up stores. Airport retail revenue makes up a large portion of total airport income. While advertising currently accounts for around 6% of non-flight revenue at most airports, duty-free retail accounts for 27% and other retail 20%. Pop-up stores are seen as a way for brands to test new concepts and receive high returns. The company Kinetic is launching a service called Aviator 360 to help brands design and manage pop-up retail experiences and activations at airports globally to take advantage of this trend. Future success will require tailoring offers to individual travelers, and Aviator 360 aims to help with this using customer data.
How to make the most of VR
This document summarizes several articles from the March 2017 issue of Passenger Terminal World magazine. It discusses how airports are using virtual reality to interact with customers and improve operations. It also covers how airports are working to improve safety against insider threats from staff. Finally, it provides details on new baggage tracking systems using RFID being installed at airports to upgrade their baggage handling processes.
Resumen ejecutivo una-pagina-ingles
SlipStream Air builds software to centralize and automate private air travel. Their software provides fleet management, revenue management, and air taxi reservation systems. This reduces costs for air charter operators and enables affordable, real-time booking of private jets. SlipStream has been in operation for 8 months, generating $30k in revenue. They seek $2.5 million in funding to expand their market share and launch their reservation system to achieve profitability.
industrial
The document discusses the history and components of airline reservation systems. It describes how the first automated booking systems were developed in the 1940s and 1950s by American Airlines and other major carriers. Over subsequent decades, airlines invested in improving reservation technologies and allowing travel agents to access systems like United's Apollo. Modern systems are computerized and can be accessed globally. Key components include hardware, software, databases, data, and procedures. The systems store and retrieve flight information and allow booking transactions.
Arconics-Brochure-Nov-2015
The document discusses Arconics, an aviation technology company that specializes in mobile applications for pilots, cabin crew, and passengers. Arconics delivers integrated flight bag, cabin management, and document management systems on a unified open software architecture. They aim to connect all mobile and avionic platforms to provide real-time insight and control. Arconics works with major airlines worldwide to improve efficiency, deliver new revenue streams, and simplify regulatory compliance through their mobile aviation technologies.
Aviation Articles english version
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
Deployment of Beacon Technology in Aviation by Leantegra
Check out the Leantegra presentation to learn how beacons, and powered by them RTLS and Proximity Marketing solutions can make every passenger's stay at an airport a positive start of a great adventure!
AMADEUS-powerpoint
- Amadeus provides travel technology solutions that connect travel providers and agencies from initial search and booking to ticketing and check-in. It serves major airlines, hotels, and other travel companies globally.
- Founded in 1987 by Air France, Iberia, Lufthansa, and SAS to offer a European alternative to the American Sabre GDS, Amadeus developed a single system to connect travel providers and agencies in real-time.
- Jose Antonio Tazon Garcia led Amadeus as CEO from 1990 to 2008 and remains chairman, having joined at the company's founding. Amadeus now employs over 14,000 people across 195 countries.
Klm Crm Case Study
The document provides a history of KLM Royal Dutch Airlines, including its founding in 1919 and various mergers and acquisitions over the decades that expanded its global reach. It describes KLM's early attempts to implement CRM in the 1990s that failed due to high costs and lack of support. In the early 2000s, KLM restarted its CRM efforts by creating a CRM department and launching a project called CIAO to better understand customers and target them with personalized offers. These CRM initiatives helped KLM improve customer satisfaction and recognition.
Klm Crm Case Study
The document provides a history of KLM Royal Dutch Airlines, including its founding in 1919 and various mergers and acquisitions over the decades that expanded its global reach. It describes KLM's early attempts at implementing CRM in the 1990s that failed due to high costs and lack of support. In the early 2000s, KLM restarted its CRM efforts by creating a CRM department and launching a project to better understand customers and target them with personalized campaigns, which led to business successes for KLM.
Jaipur report
This document provides a project report on airport management at Jaipur International Airport from 2012-2014. It was submitted by four students - Ankita Prajapati, Dixha Rawat, Payal Singh, and Shruti Saini - to their training coordinator and guide at the airport as part of their degree requirements. The report includes sections on the organization structure of Airport Authority of India, an introduction to airport management, operations at Jaipur airport, facilities provided, security procedures, customer service, and conclusions from their findings.
ASM Consultancy-WEB
ASM is the world's leading route development consultancy that has helped clients achieve unprecedented success in attracting new airline routes over the past 20 years. They provide strategic consulting services to airports, tourism authorities, and governments on six continents, including route development strategies, traffic forecasts, and negotiations. For example, ASM identified the opportunity for an Air France route from Paris to Brasilia, developed a business case, and successfully led negotiations to launch the new service in 2014.
Etihad Aviation Group fast facts and figures AUG 2018
Etihad Aviation Group comprises seven business divisions and employs over 22,000 people from 152 nationalities. Etihad Airways operates 110 aircraft to 91 destinations and carried over 18 million passengers in 2017. Other divisions include Etihad Airport Services, Etihad Cargo, Etihad Aviation Training, Etihad Airways Engineering, Hala Group and Global Loyalty Company which manages three loyalty programs with over 20 million members.
AircraftIT MRO Journal Vol 3.2
This document provides a summary of news and announcements from the aviation MRO IT industry, including:
1) Engineering Holding, Russia's largest domestic MRO provider, has chosen AerData's STREAM digital aircraft records software to manage aircraft and engine records. AerData has also relocated its Irish office to a new larger location.
2) AerData announced several new airline customers of its STREAM software, including Croatia Airlines and MC Aviation Partners. AerData also launched new modules for STREAM, including Repair Map and GEARS for aircraft inspections.
3) Leasing companies SMBC Aviation Capital, Waypoint Leasing, and Minsheng Financial Leasing also selected AerData's STREAM and
Amadeus easyjet case-study travel industry
- easyJet partnered with Amadeus in 2013 to target the business travel market and increase corporate bookings using Amadeus' Light Ticketing flow.
- Two years later, easyJet's bookings through Amadeus had doubled year-over-year, with business travel representing 20% of easyJet's total bookings.
- The partnership involved easyJet introducing new fares designed for business travelers, making its offerings available through Amadeus' network of travel agencies, and Amadeus providing training and support to promote easyJet's products.
Galileo GDS System.pptx
FlightsLogic is a leading travel technology company based all over the world. Galileo GDS Systems are widely responsible for the growth of travel industry and stepping stone of most internet based travel services. Our widely used travel software includes a flight reservation system, a hotel booking system, a car reservation system, and an insurance module. For more details, please visit our website: https://www.flightslogic.com/galileo-gds-system.php
Travelport GDS.pptx
FlightsLogic is a Travel Technology Company, delivering B2B/B2C travel software, travel CRM, accounting software and mobility solutions for global travel organizations. Our integrated Travelport GDS platform will help your travel companies to expand the revenue with lower cost and more effectiveness you will have the option to reach more travelers globally in every continent. For more details, please visit our website: https://www.flightslogic.com/travelport-gds.php
Similar to Descriptions and Accomplishments vanderlende consulting (20)
Deployment of Beacon Technology in Aviation by Leantegra
Deployment of Beacon Technology in Aviation by Leantegra
Etihad Aviation Group fast facts and figures AUG 2018
Etihad Aviation Group fast facts and figures AUG 2018
Descriptions and Accomplishments vanderlende consulting
- 2. Client Cases ABOUT VANDERLANDE A global leader of material handling systems and services with approximately $1B in annual revenue. VANDERLANDE is specialized in baggage handling systems forairports and airlines. It designs, builds, operates and maintains systems for the world's largest airports. VANDERLENDEis based in The Netherlands. ENGAGEMENT OBJECTIVE Prior to 2015 VANDERLANDEhad presence in Mexico with 2 airport groups,namely ASUR and GAP. There are two additional (main) airport entities: Mexico City (AICM) and OMA. As a result of the construction of the new Mexico City airport (NAICM), a $13B project,VANDERLANDE wanted to increase its footprint in Mexico with the objective to position the company for its baggage handling system (BHS) for the new Mexico City airport. The BHS for this new airport represents a project of very significant size in the airport industry and is valued at an estimated $200M. RESULTS Introduced VANDERLANDE to the OMA airport group through the developmentof executive C-level relationship at OMA in 2015.In 2016 VANDERLANDElanded incremental business with the OMA group. In 2015 and 2016 vanderlende consulting secured important ground work for positioning VANDERLANDE fora successfulBHS bid in 2017.All important stakeholders were presented with the benefits of a VANDERLANDE BHS. Stakeholders include: The client (GACM), Parsons, NACO, FR-EE, Aeromexico and the general contractor consortium, that includes Carso (Carlos Slim), Prodemex,ICA and others. The final decisionon the BHS will be taken in 2017.
- 3. ABOUT LONGEST CHANCE LONGEST CHANCE (LC) is a company that is specialized in RFID baggage tracking for airlines and airports. The company offers unique bag tracking products and services forairlines based on a utility model and will produce 99.9% readability rates for global baggage tracking. In 2015 LC performeda very successful pilot with IATA (The International Air Transport Association)based on which LC has the ability to offeran end to end RFID baggage tracking solution. LongestChance is incorporated in Hong Kong. ENGAGEMENT OBJECTIVE LC wants to develop its global business based on (1) an OPEX model whereby the RFID infrastructure is used by an airline and potentially its partners, (2) a strong and smart alliance with partners such as Capgemini, SICK,Arinc and Argo Wireless(3) skilled staff,including those with unique North American RFID bag tracking experience and (4) the endorsement and rcommendationby the IATA organization. RESULTS Introduced LC to the North American market through developing relationships with airlines in the USA, Canada and Mexico. Also initiated contact with other airlines outside of The Americas. Presented LC’s products and services at meetings and events, including the IATA Baggage Working Group (BWG).Currently (2017)managing RFP follow-up by a large global airline.
- 4. ABOUT AMADEUS Amadeus is a global leader in global distribution systems,which enables automated transactions between travel service providers (mainly airlines, hotels and car rental companies)and travel agencies.In essence it provides the ‘pipeline’ between those parties on booking information. In addition, Amadeus offers full suite solutions for or the travel industry, mainly airlines, in terms of PassengerService Systems (PSS), which includes an airline reservation system. Also Amadeus offeradditional (airline) IT solutions for the travel industry. Amadeus has main corporate officesin Spain and France. ENGAGEMENT OBJECTIVE Amadeus is the global leader. However, the Amadeus North America position in terms of PSS and IT solutions is well below the global average and Amadeus wanted to improve the North America footprint. RESULTS Developeddetailed account plans and opportunities by airline, including the main US network carriers, Delta, American and United as well as the smaller carriers, such as Alaska Airlines, jetBlue, Hawaiian and others. Specific opportunities were identified through an aligned program that involved the potential customer,complemented with a thorough analysis of the airlines’ infrastructure.
- 5. ABOUT NIJL (www.aircraftdocking.com) NIJL designs,manufactures and delivers aircraft docking systems,stairs, stands + working platforms for MRO companies and maintenance departments at airlines. NIJL is based in The Netherlands. ENGAGEMENT OBJECTIVE With a good European customerbase, NIJL is interested to increase their footprint across the globe,specifically in The Americas. RESULTS Coordinated the contract negotiations with a South American client, resulting in a signed agreement.