Garuda
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Garuda Indonesia aims to become the leading airline in Indonesia. It currently holds the second position but has the full support of the government as the oldest flight company in the country. The document recommends that Garuda Indonesia pursue a strategy of cost leadership and differentiation by developing its Citilink subsidiary. It provides a roadmap for Citilink to focus on objectives like low prices, on-time flights, and fast ground turnaround to increase profitability and passengers.
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This document provides a strategy analysis of Garuda Indonesia, Indonesia's flag carrier airline. It begins with an overview of Garuda's history and vision/mission statements. Key points include Garuda becoming a state-owned company in 1950 and joining the global airline alliance SkyTeam in 2014. The document then analyzes Garuda's business model, value chain activities, resources, partners and costs. SWOT and Porter's five forces frameworks are used to assess Garuda's competitive position. The analysis finds that Garuda employs a best value strategy and has undertaken diversification, market development and backward integration. Matrices like BCG and competitive profile are presented to further evaluate Garuda's market standing.
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indigo airlines
Indigo airlines is India's largest airline by market share. It focuses on providing affordable air travel to lower middle class and middle class customers. Indigo has achieved success through strategies like operating a single type of aircraft to reduce costs, maintaining high on-time performance and passenger load factors, and offering no-frills service at low fares. It aims to continue expanding its network of destinations and increasing market share to solidify its position as the leading low-cost carrier in India.
IndiGo Airline Strategy_PPT by Suddhwasattwa Mukherjee
Analysis of IndiGo Airline's business strategy and key success factors - Business model analysis for the low cost Indian carrier
Low cost airlines
The document outlines the aviation industry in India and the potential for low-cost airlines. It discusses how India's aviation market was previously a monopoly but was opened to private players in 1994. Low-cost carriers emerged promising lower fares but without extra services. Strategies of low-cost airlines included using secondary airports, outsourcing, and charging for extras. Air Deccan launched in 2003 as India's first low-cost carrier, aiming to make air travel affordable through strategies like high aircraft utilization and dynamic pricing. However, factors like rising costs, new entrant competition, and high risk perception have made it difficult for low-cost airlines to succeed in India.
From Brick Mortar To Online Click Organisation
- Delta Airlines aims to enable online ticket sales, provide real-time flight information to employees and customers, and deliver agile solutions to business requests through improved IT infrastructure.
- The company seeks to increase ticket sales and customer satisfaction while reducing costs through various eBusiness initiatives across sales, distribution, and employee engagement.
- Delta faces challenges around employee morale, customer service, and prioritizing technology projects, but sees opportunities to grow revenue through eCommerce and strategic partnerships.
AIR DECCAN –Revolutionizing the Indian Skies. Case Study.
Pertaining to Strategic Management course, here is a case analysis of Air Deccan- India's first low cost carrier.
Indigo airlines report
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.
Aviation Task1&2
Low-cost carriers offer low fares by eliminating traditional services to reduce operating costs. They originated in the US before spreading to Europe in the 1990s and elsewhere. India's aviation industry has grown rapidly due to factors like increased domestic travel and tourism. Low-cost carriers like Go Air, IndiGo, and SpiceJet have increased airline competition and made air travel more affordable and accessible in India.
Low Price Carriers in India
The document discusses the low-cost carrier industry in India. It notes that low-cost carriers like Ryanair and Southwest Airlines have been very profitable compared to established carriers. In India, the key low-cost carriers are Air Deccan, SpiceJet, IndiGo, and Go Air, which have been successful by adopting business models focused on reducing costs and offering lower fares. The market share of low-cost carriers in India has been growing and consolidation is occurring, such as Kingfisher acquiring a stake in Air Deccan. The future of the Indian aviation industry is projected to see significant passenger growth over the next decade.
Air Deccan
Air Deccan introduced the low-cost carrier business model in India, targeting price-conscious customers. It kept costs low by outsourcing non-core functions, reducing airport fees and turnaround times, optimizing aircraft capacity, and selling most tickets online. This made air travel affordable to India's large middle class population. However, Air Deccan struggled with competition and was eventually overtaken by Kingfisher as the leading low-cost carrier in India.
Air Deccan
The document discusses the Indian aviation industry and the low-cost carrier model of Air Deccan. It outlines Air Deccan's pricing strategies and focus on being a no-frills airline. Criticisms of Air Deccan included too much focus on South India and issues like slow check-ins and overbooking. In 2007, Air Deccan was acquired by Kingfisher Airlines and rebranded as 'Deccan' with a new color scheme and improvements to check-in staff and aircraft. The summary recommends expanding services to North India and improving customer service through training and technology.
Indian Aviation Industry
Comparative analysis between major players of the Indian Domestic Carriers: Indigo Airlines, Spicejet & Jet Airways.
Secondary Research Data.
Airline industry : spice jet
This document provides details about SpiceJet, an Indian airline, including its founding date, slogan, and ownership. It lists the crew members on a SpiceJet flight from August 23, 2010. It also presents a SWOT analysis of the airline industry, identifying strengths like trained staff, weaknesses like unused seats, opportunities like technology advances, and threats like rising fuel prices. Finally, it discusses a three-step process for promotions opportunity analysis: setting objectives, preparing strategies, and matching tactics to strategies.
Low frill airlines
This document provides an overview of low-cost or low-frill airlines. It discusses the history and development of the low-cost carrier model globally, including in North America, Europe, Australia/New Zealand, Asia, and India. Key aspects of the low-cost carrier model are described such as cost control strategies, pricing approaches, and operational efficiencies. Specific Indian low-cost carriers IndiGo and SpiceJet are profiled, outlining their business strategies and approaches to achieving low costs and good customer service.
Indigo Business
IndiGo is an Indian low-cost airline founded in 2006 that aims to provide affordable fares, on-time performance, and hassle-free service. It is owned by InterGlobe Enterprises and Caelum Investments and has a fleet of 93 aircraft serving 38 domestic and 5 international destinations. IndiGo has the largest market share in India at 39% and has been profitable consistently since 2011-2012. It uses effective advertising strategies across various media to promote its brand.
Easyjet Presentation
EasyJet aims to provide low fares and frequent flights between major European airports. It targets both business and leisure travelers. Its marketing mix focuses on keeping costs low to offer the lowest fares possible through features like punctual no-frills flights and an orange brand. EasyJet's website is its main distribution channel and advertisements can be seen all over Europe. Factors like heightened environmentalism, terrorism, and energy crises have increased airline costs, affecting pricing decisions. The competitive airline market and price-elastic demand influence EasyJet's decisions to position itself as a low-cost carrier pursuing good value pricing.
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IndiGo Airline Strategy_PPT by Suddhwasattwa Mukherjee
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AIR DECCAN –Revolutionizing the Indian Skies. Case Study.
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Changing American Culture
American cultural values have shifted from being group-oriented to self-oriented and environment-oriented. Self-oriented values now emphasize hard work, immediate gratification, leisure, being active, materialism, and a secular outlook. Environment-oriented values stress performance, problem solving, admiring nature, cleanliness, leisure, and moderate risk taking.
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This document discusses how consumers make choices and evaluate alternatives. It covers several topics:
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2) Evaluative criteria that consumers use to judge products or brands, such as features, price, social perceptions.
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Perception
The document discusses organizational behavior and perception. It covers factors that influence perception, person perception and attribution theory. It then discusses shortcuts used in judging others like selective perception and halo effect. It also discusses decision making, models of decision making, biases that can influence decision making, and factors like personality and constraints that can influence an individual's decision making. It ends by discussing creativity and components needed for creativity.
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This document discusses perception and individual decision making in organizational behavior. It covers how perception is influenced by personal characteristics and can differ from objective reality. It then discusses different decision making styles like rational, intuitive, and group-oriented styles. Cultural differences are also noted, as decision making processes may vary across cultures due to factors like emphasis on logic, individual vs group approaches, and time orientation.
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Garuda
- 1. GARUDA INDONESIA : BECOME LEADING AIRLINE By : Ciu Heny Meiria Edith Lavindri Tjiang Mei Ling
- 2. Issue Places 2 nd position in the Indonesian airlines in term of number of passengers Background Oldest flight company, owned by government have full support from the government Analysis Analysis Stage EKSTERNAL ANALYSIS INTERNAL ANALYSIS OPPORTUNITIES THREAD STRENGHT WEAKNESS Alternative Strategies Recommended Strategy STRATEGIC ISSUE
- 3. Recommendations Develop C i T i L i N K Cost Leadership & Differentiation for G a r u d a Garuda Indonesia’s s Road Map
- 5. Cost Leadership Differentiation Use young planes Implement IT holistic marketing shuttle bus with e-check in Priority Passenger Program Cooperation tourism board in all over foreign countries