...Strategic Plan of Delta Airlines Abstract Delta Air Lines, Inc. (Delta) is an air carrier based in Atlanta, Georgia that provides scheduled air transportation for passengers and cargo throughout the United States and around the world. The Company offered customers service to destinations with Delta and Delta Connection carrier service to 321 destinations in 58 countries in January 2008. To Latin America and the Caribbean, Delta offered more than 500 weekly flights to 63 destinations in January 2008. It is a founding member of SkyTeam, a global airline alliance that provides customers with worldwide destinations, flights and services. Through the late 1970’s and 1980’s, Delta Air Lines worked to establish its name as the premier U.S. airline for customer service. The foundation of Delta’s customer service was based on a company with a culture of “southern hospitality” and employees who went above and beyond the call of duty. The company’s human resource strategy helped build the skills, motivation and opportunities for employees to deliver great customer service, and that allowed Delta to attract business travelers who paid premium prices for travel (Wright, 2008). Delta’s success shows just how important HR strategy can be, especially in its impact on company performance (Wright, 2008). The information published on Delta’s offers a great deal of information about the company, culture, and the benefits to jobseekers. Furthermore, the website provides an abundance...
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...Human Resource Management Delta Case Study: Improving Delta’s Profit Margin Written by Filiz McNamara, Ogochukwu Udekwe and Vicki Troftgruben February 21, 2011 Table of Contents Page Introduction 3 External Environment 3 Internal Environment 18 Systems and Stakeholder Analysis 32 Conclusion 34 Problem Identification 36 Generation and Evaluation of Alternatives 37 Recommendation 38 Decision Implementation 39 References 40 Introduction Delta Airlines was founded by C.E. Woolman, an agriculture extension agent (Anthony, Kacmar, & Perrewe, 2010). C.E Woolman was not a banker, venture capitalist or war pilot, as many of the competing airlines were. He didn’t have the aggressive military style that many of the other airline founders had. What C.E. Woolman instilled within the employees at all levels of the organization is that people matter and should be treated fairly and equitably. This philosophy led Delta Airlines to be the leader in customer service from the company’s inception through the many mergers over the years. Through the difficult financial times when other airlines were laying off employees and filing for bankruptcy, Delta continued to pay their people well and keep them employed. There was an exception during the Ronald Allen CEO era of 1987 thru 1997. Human relations took a significant down turn during his tenure as CEO, especially during 1993 and 1994, but Delta decided to part ways with Allen and began repairing...
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...Delta Airlines – Embedding Diversity into Culture ________________________________________ Employees of Delta Air Lines had traditionally attended day-long diversity workshops intended to raise awareness of prejudices and biases in the workplace, and targeted at translating diversity into a business capability. To effect a paradigm shift, Delta wanted to embed the philosophy into the behaviors and beliefs of its people and into its processes, rather than supporting an event after which people could say, “I took a class and now I’m diverse!” The Business Need Delta Air Lines needed a tool to communicate why the company believed in diversity. Delta’s leadership had four objectives: • To enlarge the view of diversity within Delta. • To position Delta’s diversity philosophy as part of the business. • To defeat the notion that diversity is about “them” and not “all of us.” • To proliferate Delta’s philosophy of diversity throughout the organization to allow mutual trust, understanding, and knowledge and really differentiate the company from its competition. Delta had worked with Root Learning on prior projects, and leadership determined that Root’s visual/dialogue methodology and diversity experience would best deliver the services needed to articulate the new diversity focus. The Solution “Our goal was to find a product that would allow teams to come together and be very interactive and engaging with one another,” said Robin L. Stricklin, General Manager, Global Diversity/Community...
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...Affairs This portion of the paper will include key information about Delta Air Lines, Inc. (Delta): (a) history; (b) culture; (c) important leaders over the years; (d) current products and service offerings: (e) target markets; and (f) methods of product and service delivery. History This section describes the history of Delta. The company was founded in Macon, Georgia, in 1924, as the world’s first crop-dusting service, Huff-Daland Dusters. The company moved to Monroe, Louisiana, in 1925. In 1928, field manager C. E. Woolman and two partners purchased the service and renamed it Delta Air Service after the Mississippi Delta region it served. Delta was the first international mail and passenger route on the west coast of South America. Delta operated its first passenger flights over route stretching from Dallas, Texas to Jackson, Mississippi, via Shreveport and Monroe, Louisiana. Also, Delta was awarded a US Postal Service contract in 1934 to fly from Fort Worth to Charleston via Atlanta (Hoover’s, 2011). In 1941, Delta relocated to Atlanta. Woolman became the president in 1945 and he managed the company until his death in 1966 (Delta, 2011). Delta offered its first night service in 1935, using the Stinson Model A; the first Delta aircraft with two pilots. Douglas DC-2 and DC-3 service was introduced and the introduction of flight attendants, called “stewardesses,” added to flight crews. Delta contributed to the war effort by modifying 1,000 plus aircraft, over-hauling...
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...INFORMATION SYSTEMS Case Analysis – Tale of Two Airlines PROBLEM STATEMENT Neglect and inconsistency in applying standard operational strategies and procedures can make a significant difference in meeting the expectations of passengers, affects passenger loyalty and have potential consequences on the ability of an airline to retain existing customers and attract new ones. In the information technology age “technology is only a small enabling piece of a total service concept.” How can an airline cause information technology, operations strategy, management control, empowered/unempowered work force, and service management to come together to produce customer satisfaction and long term customer loyalty?. In analysing the case, let’s examine some of the issues that were encountered during his travel, the reasons for these issues and what could have been done differently to provide a hassle free travel experience. It is a fair expectation and assumption that when a comparison is made with quality services and the impact of the use of information technology in 1985 versus 1995 there should be a distinct difference due to the era and the stages of advancement in information technology. It is therefore assumed that whatever service was provided in the 1980’s would have been improved ten years later. This leads us to examine: * Was the assumption made by Professor McPherson to think that it was possible for the network between airlines to make it feasible for him to connect to...
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...SkyWest and the Regional Airline Industry Webster University MNGT 6000 15 November 2012 Table of Contents History: Page 3 Company Introduction & Products Page 3-5 Company S.W.O.T. analysis Page 5-8 Company Strategy/Goal/Vision/Recommendation Page 8-11 To be competitive in today’s airline industry, airlines face an increasing number of social and economic challenges. Inflation, a slumping economy, high fuel prices, and high unemployment all serve to add to consumer uncertainty toward the future. Taking this into consideration, there is perhaps no other industry directly impacted by these issues than the airline industry. With high unemployment and a recessive economy, families cannot afford to take vacations that require flying. Businesses that are hurting financially will use other means, (such as Teleconferencing) to coordinate nationally and internationally instead of flying. Today, many consumer attitudes towards the entire flying experience range from a necessary nuisance to a nightmare. Flying today in the post 9-11 world, has become an unpleasant experience to say the least. From check-in to baggage pick...
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...of leadership and the external environment for the following four airlines: AirTran, Delta, WestJet and Air Canada. Introduction The drive for lower operational costs and increased efficiency has forced many companies of the world to turn towards mergers and acquisitions. However, even then when companies realize that cost cuts cannot be born out of “corporate marriages”. Instead a new trend in strategic management emerged to achieve similar objectives - forming alliances. Among the industries, alliances and networking are dominant in the airlines industries with North America securing the leadership position followed by European carriers. Both the Canadian and the US airlines industries account for a market approximately $4.5 billion and $5.5 billion respectively (Factsheet from WestJet Website 2005), offering widespread opportunities for airlines to exploit and explore. Yet one observes many airlines have been filing for bankruptcy protection; others constrained for profit margins; and there are some that are enjoying greatly the benefits of these vast markets. There are a host of reasons macro and micro factors responsible for the diversified operational outcomes of airlines. In the following discussion the researcher offers an overview of the North American airline industries through a macro and micro environmental analysis of the four of the leading airlines in the US and Canada - namely AirTran, Delta, WestJet and Air Canada with the hope to identify the key strategic...
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...WELCOME TO PINNACLE AIRLINES FLIGHT ATTENDANT INITIAL TRAINING! We are excited that you have chosen a career with Pinnacle Airlines and are looking forward to your arrival at our training facility in Memphis, Tennessee. It is important you take time to read this booklet prior to coming to training as it will provide valuable information such as items required for training, pertinent subject matter, and information with which you should become familiar prior to class. On the first day, you will have the opportunity to meet and discuss with your Training Instructor what will be expected from you during the twenty one (21) days you will be with us. Your Instructor will provide you the skills and tools necessary to become a Pinnacle Airlines Flight Attendant. We believe learning should be interactive and enjoyable. Although the program is intense and there is a lot to learn, we are here to help you succeed, and will do everything we can to help you. You, in turn, must do your part. Be sure to get enough rest, take care of yourself while in training and put forth the necessary amount of effort to succeed. Revised 10NOV11 1 Flight Attendant Initial Training Workbook MISSION STATEMENT The mission of Pinnacle Airlines, Inc. is to provide safe and convenient air transportation and to involve our People and our Customers in the product and the process, making the airline a rewarding, profitable, and quality experience. GUIDING PRINCIPALS Pinnacle Airlines is dedicated to...
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...Airport: American Airlines vs Jetblue * January, 2004 - Joe Smith, American Airlines VP of Strategy – realized that JetBlue Airways, one of the most recent entrants into the low-cost carrier (LCC) market, was five days away from commencing service at Boston’s Logan International Airport * Given the success of LCCs in other markets, Smith believed there was a good chance that the low fare prices those competitors offered would reduce American’s pricing power and load factor (a standard measure of capacity utilization) for those flights * Smith sat back in his chair and thought about the industry’s evolution and American’s position in it, while contemplating his course of action. * Airline industry overview - Prior to 1978, an airline’s ability to freely choose its routes and ticket prices was limited by strong regulatory controls. With the passing of the Airline Deregulation Act of 1978, however, government control of routes and fare pricing was eliminated, resulting in increased consolidation and competition and the emergence of unequal cost structures, as airlines jockeyed for a better market position and price advantage in the post-regulation era. By the start of the 1990s, industry consolidation had resulted in a handful of airlines’ controlling more than 90% of the U.S. air passenger transportation market. * Competition after deregulation increased dramatically at both the national and the regional levels. Established regional airlines and well-funded upstarts...
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...CEO, David Barger was now facing with JetBlue’s key issue that he should reconsider the distribution of E190 and A320, and building long-term managing strategies for sustainable development. Besides, with a big movement of launching E190 in 2005, some small but critical problems loomed: Compensation of pilots, satisfaction of customers and employees, challenges for staff to adopt unexpected changes, complexity resulting from the integration of E190 and A320. Without experience of operating two types of aircrafts and combining them, as well as without sufficient capital, large scale of purchases of the new aircraft would definitely lead to operational failure. It was the key principle for JetBlue, which made a difference from other airline companies, that fight cancellations should be avoided at all costs. Unfortunately, this principle was challenged by the unexpected bad weather on the Valentine’s Day of 2007. The potential issue of operating system finally gave rise to serious flight cancellations, which reminded JetBlue of fixing its operations. Part II: Internal & External Analysis In this part, the internal and external issues of JetBlue will be analyzed through VRINE model and Fives forces model The internal...
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...Analysis of Strategic Structure of Southwest Airlines Uploaded by so cerious on Jun 26, 2006 [pic] |Analysis of Strategic Structure of Southwest Airlines | | | |Twenty-nine years ago, Rollin King and Herb Kelleher got together and decided to start a different kind of airline. They began with one | |simple notion: If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and | |make darn sure they have a good time doing it, people will fly your airline. | | | |Within 28 years, Southwest Airlines became the fifth largest major airline in America. With the addition of service to Buffalo-Niagara | |International Airport on October 8, 2000, fly more than 57 million passengers a year to 57 great cities (58 airports) all over the | |Southwest and beyond. And she does it over 2,600 times a day. | | ...
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...CEO, David Barger was now facing with JetBlue’s key issue that he should reconsider the distribution of E190 and A320, and building long-term managing strategies for sustainable development. Besides, with a big movement of launching E190 in 2005, some small but critical problems loomed: Compensation of pilots, satisfaction of customers and employees, challenges for staff to adopt unexpected changes, complexity resulting from the integration of E190 and A320. Without experience of operating two types of aircrafts and combining them, as well as without sufficient capital, large scale of purchases of the new aircraft would definitely lead to operational failure. It was the key principle for JetBlue, which made a difference from other airline companies, that fight cancellations should be avoided at all costs. Unfortunately, this principle was challenged by the unexpected bad weather on the Valentine’s Day of 2007. The potential issue of operating system finally gave rise to serious flight cancellations, which reminded JetBlue of fixing its...
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...HIGH-LEVEL EMPLOYEE INVOLVEMENT AT DELTA AIR LINES Bruce E. Kaufman As described in this unique case study, Delta Air Lines operates one of the most advanced, highlevel employee involvement programs in the nation. Based on in-depth field study and personal interviews, the development, structure, operation, and business goals of the program are described. The study then summarizes the business benefits and costs of this type of high-level employee involvement program and concludes with 12 “lessons learned.” © 2003 Wiley Periodicals, Inc. Employee involvement is not a new idea, as witnessed by William Basset’s 1919 book When the Workmen Help You Manage. Only in the last two decades, however, has employee involvement (EI) taken off, particularly among “high-performance” organizations. Although EI programs are widespread, considerable diversity exists in their breadth, depth, and form. In a study of 313 large companies with EI programs, Lawler, Albers, and Ledford (1992) found that six out of ten had only “low-level” EI programs—based on sharing of information, rewards, power, and training with employees—or programs that relied principally on financial incentives, while only 7% of companies had “high-level” programs. A more recent edition of their study (Lawler, Mohrman, & Benson, 2001) does not provide comparable data, but the relative rarity of high-level EI programs is indicated by the fact that in 1999 only 7% of companies had some form of participation group other than a...
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...Human Resources Department Management Organizations have demanded greater use of newer technologies in recent years to stay competitive. Important issues involving the use of electronic or online commerce include when and how a company incorporates these new technologies. At ERAU Airlines , the Human Resources department is overhauling these systems to offer employees the latest technology to make online transactions easier. The ability to view job postings, apply for jobs and to choose benefits are some of the features of the new system. Theonline application system is cost-effective and straightforward. Candidates applying for a job online don’t need to worry about filling out hard-copy forms or mailing in resumes. Our online application process also allows us to provide a more structured format for applicants. ERAU Airlines HR department is currently using an applicant system. ATS, is a software application that enables the electronic handling of a company’s recruitment needs. This software application will allow our organization to collect and store candidate and job related data, as well as track and monitor the process of the candidates through all stages of the hiring process. We can post job openings on our corporate website, screen resumes, and generate interview requests to potential candidates by email. Other features include pre-screening questions, source tracking, and source effectiveness reports and resume processing tools. Online benefits administration...
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...outside industries or companies. This paper highlights some of those issues focusing on how other companies have implemented plans to handle those issues. The issues facing InterClean highlighted in this analysis are human resource philosophy, employee retention, mergers and acquisitions, human resources product handling and servicing. Benchmarking was conducted to evaluate how other companies had handled situations similar to those of Interclean. Outside companies evaluated for comparison come from the mortgage industry, pharmaceutical industry, oil industry, specialty eatery industry, technology industry, airlines industry, chemical industry, insurance industry, and home improvement retail industry. The companies evaluated in this paper were Guardian First Funding Group, Trinity-Chiesi Pharmaceuticals, BP Amoco, Starbucks, Google, Northwest Airlines and Delta Airlines, Rohm and Haas Company, Liberty Mutual Holding Company, Pepsico, and LOWE’s. Evaluation of these companies showed several concepts used in handling the issues and how the companies used these concepts. Situational Analysis Retaining Employees Guardian First Funding Group - Guardian First Funding Group (GFFG) is a mortgage company exclusively involved in the reverse mortgage business. They have been selling reverse mortgages for a little more than a year now. In this time, GFFG has grown to rank 15th in the industry, with expectations to reach the top 10 by the end of the first quarter, 2009. Comprised...
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