Q1 Executive Summary (a).Organisational structure Qantas Airways Limited ’s core business is passenger transport‚ air freight services‚ sale of holiday tours and associated support activities including catering‚ information technology‚ group handing and engineering and maintenance (Qantas n.d.). As a consequence of the revised structure that commenced in December 2013‚ the Qantas Groups split its international and domestic operations into two separate corporate entities (Qantas 2014a). This has
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JETbLUE Strategic Planning: Jet Blue Airways Gregory James Professor John Mitchell BUS 599 Strategic Management April 24‚ 2011 Abstract This report has been produced to determine if the strategic planning in which new of Jet Blue Airways CEO David Barger has created‚ will help to ensure the company long term success. Addressed in this report will be the following topics: (1) What are the trends in the U.S. airline industry? How might these trends impact a company’s strategy
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IBERIA CASE STUDY Iberia was founded on June 28‚ 1927 by Horacio Echeberrieta. It was not only Spain’s first airline‚ but also the first to fly between Europe and South America (as of 1946)‚ the first to establish a walk‐ on air shuttle service (between Madrid and Barcelona)‚ and the first in Europe to offer an international frequent flyers customer loyalty programme (Iberia Plus). In 2001‚ on April 3‚ Iberia’s privatization process was completed‚ when its shares were listed for the
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Ryanair currently employs a team of 1500 people and will carry over 13 million scheduled passengers in the current year (2002). In 1986‚ Ryanair broke the high fare cartel‚ which was then operated by the two state airlines Aer Lingus and British Airways in the Dublin-London route. The first four years Ryanair was carrying 600‚000 passengers annually‚ but had managed to lose 20million pounds. Under a new management team‚ headed up by Michael O¡¦Leary‚ a major overhaul of the airline was undertaken
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International Airport and‚ as the airport has evolved and enhanced its global position in recent years‚ QAS has been integral to ensuring the smooth transition from regional player to global force. Formed in 2000‚ QAS is a wholly owned subsidiary of Qatar Airways and efficiency and customer service are the key drivers for its success.There are in excess of 5000 staff working with QAS‚ currently handling 37 different airlines.As the sole ground handling agent‚ they are responsible for all passenger‚ aircraft
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whether a merger will be successful or fail‚ depending on how the brand is perceived and nurtured. According to rankings maintained by Corporate Branding the strongest brands in aviation are currently Delta Air Lines‚ Southwest and British Airways‚ whereas US Airways‚ United and American occupy only positions seven to nine in the Top Ten. A brand makeover‚ or rebranding as it is called‚ is not something to take on lightly. "Rebranding or even the introduction of a new logo should be a sign of change
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CERTIFICATE This is to certify that the project work “ANALYSIS OF KINGFISHER AIRLINES” is a bonafide record of work done by Mr. Debasis Patra under my guidance in partial fulfillment of the requirements for the programme in PGDM in Aviation. Prof. S. N. Mishra Head PGDM- Aviation Management ACKNOWLEDGEMENT I take immense pleasure in thanking Prof. S. N. Mishra‚ Head (Aviation Management) for having permitted me to carry out this project work. Finally‚ yet importantly
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HR Planning at Qantas The following two recent articles about Qantas highlight some of the challenges the organization is currently facing. Please read these two articles and address the question as follows. Joyce’s reform waring irks engineers - Qantas CEO Alan Joyce says out of touch union leaders are blocking reforms (Source:The Australian July 21‚ 2011) QANTAS chief executive Alan Joyce has incensed the airline’s engineering union with a speech warning that a restructuring to be unveiled next
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The history of Indian Aviation Industry started in December 1912 with its first domestic air route between Karachi and Delhi. It was opened by the Indian Air Services in collaboration with the UK based Imperial Airways as an extension of London-Karachi flight of the Imperial Airways. Tata Sons Ltd.‚ the first Indian airline‚ started a regular airmail service between Karachi and Madras in 1932 ‚ in 1946 Tata Airlines was transformed into Air India History AFTER INDEPENDENCE
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executing a strategy that will help it become a more profitable and established airline in the industry going forward. Virgin had an income loss of 14.5 M pounds in 1991-92‚ and a small profit of 0.4 M pounds in 1992-93(Exhibit 2). In contrast‚ British Airways had $297.7 M profit which is 3.19% of its total sales in 1992 (Exhibit 10). VAA has been pursuing a marketing strategy to serve all classes of passengers with highest quality at lowest cost. Their commitment to quality is proved by the multiple awards
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