...C1: MATLAB Codes t1=[37.79 39.51 38.54 39.14 39.02 39.4 39.01 37.18] t2=[22.4 22.07 22.15 21.72 21.75 22.55 22.18 21.92] T1=mean(t1) T2=mean(t2) V1=var(t1) V2=var(t2) S1=sqrt(V1) S2=sqrt(V2) MATLAB Answers T1=38.6988 T2=22.0925 V1=0.6718 V2=0.0859 S1=0.8196 S2=0.2931 C2: MATLAB Codes beta=0.98 alpha=1-0.98 z=icdf ('norm', alpha/2, 0, 1) hatmu=mean(t1); hatmu=mean(t2) s=std(t1); s=std(t2) n=length (t1); n=length (t2) margin=z*s/sqrt(8) MATLAB Answers alpha=0.02 z=2.3263 margin(t1)=0.6741; margin(t2)=0.2931 C3: MATLAB Codes syms l s b T1 T2 l=0.0496; s=1.00; b=10; T1=0.0386988; T2=0.0220925; g=((l^2)/(2*s*sind(b)))*((1/T2^2)-(1/T1^2)) MATLAB Answers g=9.7835 C4: MATLAB Codes for Partial Derivatives g=((l^2)/(2*s*sin(b)))*((1/T2^2)-(1/T1^2)) gl=diff(g,l) gs=diff(g,s) gb=diff(g,b) gT1=diff(g,T1) gT2=diff(g,T2) MATLAB Answers for Partial Derivatives gl=-(l*(1/T1^2 - 1/T2^2))/(s*sin(b)) gs=(l^2*(1/T1^2 - 1/T2^2))/(2*s^2*sin(b)) gb=(l^2*cos(b)*(1/T1^2 - 1/T2^2))/(2*s*sin(b)^2) gT1=l^2/(T1^3*s*sin(b)) gT2=-l^2/(T2^3*s*sin(b)) MATLAB Codes for Partial Derivative Values gl0=subs(gl,[l s b T1 T2],[l0 s0 b0 T10 T20]) gs0=subs(gs,[l s b T1 T2],[l0 s0 b0 T10 T20]) gb0=subs(gb,[l s b T1 T2],[l0 s0 b0 T10 T20]) gT10=subs(gT1,[l s b T1 T2],[l0 s0 b0 T10 T20]) gT20=subs(gT2,[l s b T1 T2],[l0 s0 b0 T10 T20]) MATLAB Answers for Partial Derivative Values gl0= -125.9202 gs0=...
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...With reference to the case study, summarize the relationship between goals, objectives and policy and advise the management of Scotia Airways of the contribution each will make to effective managerial performance. Clear goals and objectives are required by every organization accomplish or achieve their expectations or targets as there is a strong relationship between the goals and objectives which will guide a company to a right direction. Generally, goals can be defined as something that one's efforts or actions are intended to achieve or accomplish. The definition of a company's goal can be to survive, to move forward and to gain or profit either from development or wealth. Goals also determine the inputs' nature, (which include employees, management and efforts) as well as nature of outputs (which can be defined as quality of service). Goals are set for long-term and are future expectations for an achievement or accomplishment. For an organization to be able to realize their objectives setting goals are the essential tasks. There are four types of organizational goals; a) Consumer b) Product c) Operational d) Secondary Confusion in understanding of relationship and difference between goals and objectives are common. Objectives are specific sets of goals or targets within the general goals. Moreover, objectives are time-related which means that there are time limitations to achieve or obtain certain tasks. In other words, goals are the intentions...
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...Delta Mu Delta wins prestigious Star Award TEMPE, ARIZ – Delta Mu Delta Lambda Sigma Chapter charted by the University of Phoenix has received the star award for exceeding Society standards for chapter operations and administration. This is this first time the local chapter has earned this award since its inception three years. To earn the award the chapter held two induction ceremonies in 2014 and monthly chapter meetings. A full slate of officers was elected including a president, vice president, treasurer, and secretary. The Treasurer submitted both the annual and financial reports on time, and the chapter had no outstanding debt. Additionally the Delta Mu Delta Lambda Sigma Chapter participated in the national scholarship program, increased their membership, and completed a community service event. The chapter plans to continue to support the national programs and increase membership into 2015. Chapters earning the Star Award status receive a $50 gift card from the national office and are presented with an appropriate certificate of achievement. A recognition letter is sent to the Dean of the Business College, Dean of Students, Academic Officer, and the President of the University. In addition an article will be published in the subsequent edition of the The Vision, the national newsletter. Every Star Chapter is recognized at the next Biennial National Meeting. “The officers and members are very proud to have earned this award. Only 15% of chartered...
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...British Airways (A) Becoming the “World Favorite Airlines” British Airways: 1980-1993 Product of the merge in 1972 between two states run airline: British Overseas Airways Corporation (BOAC) and British European Airways (BEA). In the 1980’s the airline company was known as the “Bloody awful”, due to his lack of a good customer service and his unpunctuality. To end with the situation Margaret Thatcher hired Lord King who made drastic changes in the national company. In 1979, the State took the decision to sell BA into a private ownership, intend to avoid the £1 billion bill. The company was doing any benefice and was losing money, so intent to attract private shareholders, drastic decision need to be made. As action of Lord King, hired to put the company in shape for the privatization, he decided to break the contrasting cultures existing in the company due to the merge. A report commissioned by Lord King was made to determine what needed to be done to make the privatization possible. That’s how was created the Survival Plan: Cut the workforce; selling assets; the pruning back of the route network. Then due to the recession approaching in 1982, Lord King proposed the Recovery Plan: rescheduling of orders, reduce staff member, restructuration into 3 divisions. In 1983, the British agency Saatchi & Saatchi, was handling the advertising and in charge of the new image of BA with a budget of £17.5m. The commercial was a new kind in the airline advertising and ran over...
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...Article Review Airlines have become an important form of transportation since the prices of airlines have gone down. People are traveling more with JetBlue, Southwest, Air Tran (low-cost carriers) than US Airways, Continental, Delta (network airlines). As mentioned in Planning Airport Access in an Era of Low-Cost Airlines an article from Journal of the American Planning Association (JAPA) 2006 written by Richard de Neufville; air transportation industry is changing fundamentally. Richard de Neufville is a professor of engineering systems and environmental engineering at Massachusetts Institute of technology. He has consulted on airport related projects in many cites which led him to write this article. Neufville presented the elementary good business practice which is planning for airport access that focuses on the companies that have resources and avoid taking long term obligations for clients that have neither money now nor good future. Big airlines such as Delta and US airways are funding the construction of luxurious airports in major cities, but not taking into consideration the business they are losing to low-cost airlines. United States competitors (low cost airlines) accounted for only 8% of the market in 1995 and a decade later these competitors now control the future of air travel in the United States. Research shows that 50% of the U.S. revenue passenger-miles were flown on either the low cost airlines or on network airlines for the fare rate. The average cost...
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...February 2013 US Airways and American Airlines announced their plans to merge the airlines creating the largest airline in the world. US Airways was founded in 1937 as All American Aviation and in 1996 commenced operations as US Airways with its parent company being US Airways group. The headquarters is located in Tempe Arizona. US Airways operates an intensive international and domestic network and has 198 destinations throughout North and South America, Middle East and Europe. Us Airways is a member of Star Alliance Network with a fleet of 346 mainline jet aircrafts and 256 regional jet and turbo prop aircrafts. Us Airways has a shuttle that provides hourly service between Boston, New York, and Washington, D.C. that is known as US Airways Express that is operated by contract and subsidiary airline companies. As of January 2013 US Airways employed 32,213 individuals worldwide and operated 3,028 daily flights. American Airlines, Inc. is owned by the AMR Corporation headquartered in Fort Worth, Texas. It operates and extensive international and domestic network as US Airways. American Airlines has scheduled flights throughout North America, South America, Europe, the Caribbean, and Asia/Pacific. The Dallas/Fort Worth International Airport is the airlines largest hub with American Airlines accounting for about 85% of the traffic and 83% of landing fees and travel to more destinations than any other hub. American Airlines operates maintenance bases at Tulsa, and Fort...
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...PENDING ACQUISITION OF AIRTRAN: ANALYSIS OF THE CASE AND STRATEGIC CONSIDERATION BMA 5013: Corporate Strategy Jacob Dreizin Rudiger Hesse Robert Martinez Lee Vu Hoang Nhat Victor Ka Sing Tsui Executive Summary On September 27th, 2010, Southwest Airlines announced its intention to buy AirTran Airways for $1.4 billion, with the merger being effected within two years. Although by number of planes, AirTran is just slightly more than one-quarter the size of Southwest, the number of routes that each airline presently flies is the same. We anticipate that the intended merger will thus affect the latter far more than might be suggested by the fleet size indicator. Indeed, if the U.S. Government approves the merger, Southwest would become a different entity. It would transform from a primarily regional airline into a national one, becoming America’s third-largest carrier by number of passengers flown. Its fleet would increase by over 25 percent, and it would fly two airplane types—the Boeing 717 and 737—rather than just one. Moreover, having acquired AirTran’s hub operations in Atlanta, currently the world’s busiest airport, Southwest would, for the first time, come into direct competition with Delta, the number two U.S. airline by number of passengers flown, which also claims Atlanta as its main hub. It would also take over AirTran’s Caribbean routes, thus gaining its first international operations. Our analysis will first provide a background of the U.S. airline industry, so as to illustrate...
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...and sixth-busiest in the United States by passenger traffic. Together, JFK International, LaGuardia, and Newark Liberty airports, all operated by the Port Authority of New York and New Jersey, are the largest airport system in the United States, second in the world in terms of passenger traffic, and first in the world by total flight operations. Dedicated as New York International Airport in 1948,[6] the airport was more commonly known as Idlewild Airport until 1963, when it was renamed in memory of John F. Kennedy, the 35th President of the United States.[7] Over 90 airlines operate out of JFK.[8] It is the base of operations for JetBlue Airways and is a major international gateway hub for American Airlines and Delta Air Lines. In the past, it has been a hub for Eastern Air Lines, Gemini Air Cargo,[9] National Airlines, Pan American World Airways and Trans World Airlines. It is one of only three airports in North America, the other two being Toronto Pearson International Airport and Los Angeles International AIrport (effective June 18, 2015), with scheduled direct flights to all six inhabited continents.[8][not in citation given] Newark Liberty International Airport (IATA: EWR, ICAO: KEWR, FAA LID: EWR),...
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...Jet Blue Airways case study Introductіon Twelve years ago JetBlue was a breath of fresh air in an airline industry bogged down by the ways of legacy carriers that were unconcerned with customer service and known for price gouging. JetBlue was revolutionary. With a fleet of new planes -- all Airbus A320s, which cut down on repair costs -- a staff that worked primarily from home, and 40% of ticket sales executed online, the company emerged as the premier low-cost carrier focused on providing extra-friendly, efficient service (LaMotta, 2010). Jet blue was a discount airline carrier that offered passengers low fares; operated point-to-point systems; used two types of aircraft; served only snacks; and maintained quick turnaround times at airports. Its operating costs were low, especially compared to those of other major U.S. airline companies. In the first quarter of 2008, for example, JetBlue’s total operating expenses amounted to 12.77 cents per revenue passenger mile, compared to 20.95 cents per revenue passenger mile for Delta and 13.85 cents per revenue passenger mile for Southwest (Michael, 2010). According to (Enterprise, 2011) JetBlue Airways is a low-cost passenger airline that provides customer service primarily on point-to-point routes. The company primarily operates in the US. It is headquartered in Forest Hills, New York and employs 12,532 people. The company recorded revenues of $3,286 million during the financial...
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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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...STRATEGIC ALLIANCES IN THE GLOBAL AIRLINE INDUSTRY Abhishek Goel1 Abstract Strategic alliances are common to any industry. Their presence is felt quite significantly in the airline industry. Starting in the US in 1978 deregulation of airline industry has since brought about sea changes in functioning of the industry. This paper attempts to understand the developments and strategic alliances that have occurred in the airline industry since deregulation. These strategic alliances exist in various forms and differ widely in scope and no consensus on classification was found. The advantages and disadvantages of strategic alliances with respect to the airline industry have been discussed. It is felt that the industry is getting increasingly concentrated. However, no conclusive remarks can be made about consumer welfare. “Airline Business Alliance Survey of 2000 reports that there are 579 alliance agreements in place, up from 280 agreements (more than double) in 1994 when the survey was first conducted. Five major alliances (Star, Oneworld, Qualiflyer, Sky Team, and Wings) account for some 60 percent of all air travel.” (Mason, 2002) The lines above make the issue important enough to understand the phenomenon that is guiding the industry. Almost a decade back Oum, Taylor and Zhang (1993) argued that the airline industry will be marked by strategic alliances and these alliances will be global in nature. The guiding factors will be several that include formation of blocs, resource...
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...Strategy Final: Is JetBlue's strategy conducive to sustaining profitability? Team: Grant Carter William DiSciullo Andrea Kalmans Professor McAfee April 9, 2002 1 Introduction In the April 1st, 2002 edition of Barron’s, a tag line in the “Marketweek” column reads, “Airlines and other money-losing companies.” 1 This tag line reflects the intense rivalry and the massive financial losses undergone in the airline industry in the past few months due to the economic recession and the 9/11 terrorists attacks. Amidst this airline industry malaise, however, JetBlue Airlines (”JetBlue”) launched service in February 2000 and generated over $41 million in profits in 2001.2 In this report, we explore the question, “Is JetBlue’s strategy conducive to sustaining profitability?” The answer is a resounding “Yes”. At the one thousand foot level, we believe that even in the unattractive airline industry in which companies try to differentiate on qualities other than price -- but in the end often compete on price -- JetBlue has a unique formula for success. It competes head-to-head with the majors, particularly Southwest Airlines (“Southwest”), on price, cost structure, features, and customer satisfaction. However, the company has carved a niche in which a “live and let live” strategy should prevail. Indeed, a rival attempting to bankrupt JetBlue may well cause more harm to itself than to its target. Airline Industry Overview Background At one time the airline industry resembled the utility...
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...JetBlue Airways Sandra Green Strayer University BUS599 October 16, 2011 Dr. Obi Discuss the trends in the U.S. airline industry and how these trends might impact a company’s strategy. The airline industry exists in a competitive market. In recent years there have been more lows than highs due to the economy, oil prices, post 9/11, and mergers. The terrorist attacks on September 11, 2001 led to a decrease in passenger traffic, bankruptcy, and lay-offs, which resulted in a major decrease in production, and a rise in labor costs. Prior to September 11, many airlines were already in bad shape, and were in the process of restructuring. Layoffs loomed on the horizon and on September 15, Continental announced it would cut 12,000 jobs. United and American followed with 20,000, Northwest 10,000, U.S. Airway, 11,000, and Delta 13,000. (Ward, 2002) Jet Blue and Southwest airlines were the only airlines that refused to cut jobs. “Before 9/11, the airline industry as a whole earned a profit five straight years from 1996 to 2000.” (Ackman, 2004) Things are starting to look up for the industry with airlines reporting their biggest earnings in a decade. (Martin, 2011) In 2008, crude oil prices rose to a record $140.00 dollars per barrel. (Thompson, Strickland, & Gamble page C-68) This caused many airlines to offset higher fuel costs by charging consumers additional fees. These fees included fuel surcharges, charging for first checked bag, and charging for pillows, blankets...
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...Briefings For The Week Monday 19th to Friday 23th Oct Monday 19th October 2009 The first article that caught my eye at the beginning of the week was one that read “crude oil prices hit a one year high”. This is a big blow to the whole industry because now all the airlines have to fork out even more money some may not have to purchase the fuel which runs their planes. If this continues some airlines may have to go out of business as they simply cannot afford to go further in debt which alternatively would end in bankruptcy. I believe the reason behind this rise was because of the stock markets rapid inflation and the dollar continuing to slide. However it should be taken into consideration that this was the 1st time since October 14th 2008 that Crude has settled over $75 a barrel and although this may suggest that this is a one of, because of the dollars downfall, other currency holders from overseas may see this has a slight advantage over the dollar. Europeans who have a very strong currency can easily step in and buy the oil which in short would be cheaper for them and more expensive for their American rivals. Another segment that I found interesting was about the long running debate on whether federal lawmakers should create a passenger bill of rights. A lot of people seem to think that airlines are not doing enough to meet people’s basic needs for enough food, water, hygienic toilets and temperature control. If these rights are introduced it would be great for the passenger...
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...Flights of Lufthansa, SAS, British Airways, CityJet, Iberia, Flybe, Norwegian, Turkish Airlines, Aer Arann, Air Baltic, Adria Airways, Air Canada rouge, Air Southwest, Air Transat, Blue Air, Germanwings, Luxair, Cimber Sterling, Swiss, and WestJet are performed from Terminal 1. Terminal 2 Terminal 2 is primarily served by Aer Lingus. The US pre-clearance immigration facilities are located in Terminal 2. American Airlines, Delta Air Lines, Emirates, Etihad Airways, United Airlines, and US Airways serve this terminal. Airport Lounges Airport lounges are located in both terminals of Dublin Airport. They offer a relaxing atmosphere and silent places to work. Passengers can buy a day access to the lounges at the door. Executive lounges offer a 3-hour access for only 19.95 Euros. Airport Lounge Locations 51st & Green - The US Preclearance Lounge (after US Preclearance, near the US departure gates) Executive Lounge (Terminal 1, level 2, between the security check areas) Executive Lounge (Terminal 2, airside...
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