towards the organisation because of recent technological and social changes and competitions from rival firm. Aviation is one of the high stake competition industries especially in the global scale. With the demand on low cost carrier (LCC) it is expected to expand rapidly and attract more players to join the market thus increase the rivalry within the Industry. In the South East Asia region‚ competitions are at stake. Example of the Top 5 LCC in South East Asia (from source
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maintain the low cost structure that has made them so successful historically. As larger and more congested destinations are added to Southwest’s routes‚ they must focus on customer service as the on-time arrivals and other metrics are certain to deteriorate. Additionally‚ in order to protect from volatile fuel prices‚ it would be prudent to expand the fuel-efficiency of the fleet by capitalizing on Boeing’s most recent advances. Southwest must also maintain its position as the “hassle-free” low-cost
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to be the lowest cost airline in every market we serve” Positioning Air Asia has considerate advantages over other airlines in many ways. Firstly‚ its experience of being in this industry for long time contributes to the already established service standard‚ operational expertise‚ infrastructure readiness‚ as well as bargaining power with suppliers. According to the survey done by www.lowcostairline.org‚ the travelers ranked Air Asia as number 8 of their most favorite low cost airlines. Secondly
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single largest customer for the aircraft in Asia-Pacific‚ and potentially one of the largest airline fleets in the region. On 23 of March 2006‚ AirAsia successfully moved its operations to the new Low Cost Carrier Terminal (LCCT). This is a major milestone as it is the first dedicated terminal for low cost carrier operations in the world. Besides that‚ they have achieved many more heights even in the past 2 year. AirAsia are focus on its performance measurement system and made sure that whatever they
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boost loads amid intense competition and key revenue-generating currencies depreciated against SGD. Fuel prices remained high despite the weak global economic conditions. This had negatively impacted the Group’s operating performance as fuel cost is the largest cost component‚ constituting about 40 per cent of the Group’s operating expenditure. Group revenue grew $240 million (+1.6 per cent) to $15‚098 million‚ mainly from airline operations‚ as a result of stronger passenger carriage‚ albeit at lower
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Analysis of External Environmental In analyzing the macro-environment‚ it is important to identify the factors that might affect the AirAsia’s supply and demand levels and its cost. The external environment can be analyzed by conducting a PEST analysis and Poter’s 5 Forces model. Thereafter‚ an analysis of the industry and competitive environment of AirAsia will assist in identifying the main oppurtunities and threats. PEST Analysis - Macro Environment The PEST analysis is used to describe a framework
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TB00417 The Southwest Spirit Customer service far beyond the norm in the airline industry was not unexpected at Southwest and hadits own name—Positively Outrageous Service. Some examples of this service included: a gate agentvolunteering to watch a dog (a Chihuahua) for two weeks when an Acapulco-bound passenger showedup at the last minute without the required dog crate; an Austin passenger who missed a connection toHouston‚ where he was to have a kidney transplant operation‚ was flown there by a
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competitive advantage at Ryanair? Ryanair competitive advantage is based on cost leadership strategy‚ maintaining the lowest prices among low-cost airlines (Haberberg and Rieple‚ 2008). In 2011‚ Ryanair became the most profitable low cost carrier in the world (www.ryanair.com). How operations support competitive advantage of Ryanair is measured by five performance objectives: speed‚ flexibility‚ quality‚ dependability and low cost (Greasly‚ 2009). Speed: Ryanair is focused on secondary and regional
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Analysis for Ryanair to Enter China Submitted in part fulfilment of the Master September 2010 STRATEGIC BUSINESS ANALYSIS (ULMS 719) University of Liverpool Management School 17 September 2010 Abstract Ryanair‚ the leader of low-fare carriers in Europe‚ will expand its business throughout the world. This report discusses the strategies which Ryanair entre the Chinese market. Through PESTEL analysis and SWOT analysis to have sophisticated understandings of the Chinese market situation
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Kennedy International Airport its official hub. David Neeleman founded JetBlue after raising $130 million from investors and also contributing $5 million of his own money. Neeleman’s idea was to start a company that would combine the low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. By April‚ 2002‚ the airline company had flown over five million passengers‚ sold public stock at a starting price of $27 a share and acquired LiveTV‚ LLC‚ its provider of in-flight
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