...Merger between American Airlines and US Airways The two airlines American Airlines and US Airways merged on December 9th, 2013 to form the American Airline Group that became the biggest airline in the world. This merger was formed by the increased competition that airlines are facing in the business today. The merger presented an opportunity for both airlines to exploit the benefits of an extended network that would result after merging as opposed to when each operates independently. One of the main circumstances that surrounded the merger was the impending bankruptcy of American Airlines. The company had filed for bankruptcy in 2011 although it reverted to profitability in July the same year. The merger would increase access to business opportunities for both airlines, especially American Airlines that would reduce its exposure to financial risks, which was the initial cause for the company filing for bankruptcy. The merger would create increased synergies that would be evident through increased financial strength and flexibility in the market (DePamphilis, 2008). Each of the merged entities would have access to more destinations and larger clientele. Each of them would access an increased network of destinations i.e. 330 destinations around the world. They also had a code share agreement where customers would seamlessly book their flights from either American Airlines or US Airways networks. Such leverages are an improvement to each of the airline’s capability and results...
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...CASE: Connecting within Oneworld Following 2010 approval by U.S. and Japanese authorities for antitrust immunity, American Airlines (AA) and Japan Airlines (JAL) began sharing routes in 2011 that connect mainland North America with East Asia through a nonequity joint venture. Flights between Honolulu and Japan are not included in the agreement. This joint venture is similar to one forged among AA, British Airways, and Iberia for trans-Atlantic travel that began operating in 2010. In both cases, the agreements allow representatives from each airline to jointly manage capacity, sell and promote space on flights operated by each other, divide revenues, and schedule connecting flights. The major thrusts for these ventures are to cut operating costs by better controlling capacity, avoid disruptive price competition among them, and schedule so that there are more and better departure times and connections for passengers. The proposals are merely extensions to a historical series of alliances linking international airlines. In fact, the airline industry is unique in that its need to form collaborative arrangements has been important almost from the start of international air travel because of regulatory, cost, and competitive factors. In recent years, this need has accelerated because of airlines’ difficult profit performance. In effect, the airlines have been squeezed. First, costs have been rising, particularly because of oil prices and the requirement for greater...
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...Sustainable Aviation Critically evaluate the research that maintains ‘efforts to achieve a more sustainable aviation industry represent nothing more than simple tokenism’. This essay will evaluate the different approaches by airlines which show they are carrying out various procedures to show that airlines approach to sustainability is not a simple 'tokenism', sustainable aviation is a reality; this essay will look into these factors and demonstrate the different strategies which the aviation industry are putting in place to be a more sustainable industry. The Brundtland Report (1987) identifies sustainability as 5 different things; Holistic planning, one should have a right to be involved in any planning; Ecological processes preserved, one should have the right to have a healthy life; Inter generational equality, what one does today should not affect tomorrow; Fairness and opportunity, one should be entitle to a job anywhere and finally, Ecological Productivity should be preserved, one should not do anything to reduce the variety of natural life. Sustainable Aviation (2011) defines sustainable aviation as a long term approach to dealing with the 5 concepts mentioned in the Brundtland Report and ensuring a more sustainable industry, SA evaluates various sustainability problems the industry faces such as social issues, noise nuisance, air quality, natural resources, etc and it works with UK airlines to try and develop some of the key sustainability issues within the...
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...Product The main product KLM is producing would the service for business and economy class air travellers. It provides flights for travellers especially in Europe but also provides services all around the world. The airline method of providing its services it what differentiates it product and allows it to offer many benefits, such as space, seat, comfort and in-flight services. KLM also provides a vast variety of products that would benefit the economy and business class travellers such as post cards, sky shop, local groceries etc. KLM should be presented as one product that meets the needs of both leisure and business class travellers, who would normally take Finnair, or Lufthansa instead. Not only should KLM meet the needs of these travellers, it also has a goal of exceeding the needs by insuring the quality and increasing product innovations. All KLM flights are intending to alter the kind of fuel to benefit the environment. As part of the service, KLM’s pilots and maintenances are trained to the highest level to guarantee a satisfaction for the passengers. KLM is also using the most advanced technology on their products to ensure the leading position among its competitors. As business class travellers, they are able to receive the top quality services such as 250% mileages, priority boarding, extra seating space and baggage allowances, elite cuisines, etc. In addition, the comfortable seats and delicious meals onboard KLM are well known within the Europe. Price ...
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...Examining a Business Failure G. L. Ivie University of Phoenix Organizational Leadership LDR/531 Rodney Walton, M B A. March 18, 2012 Examining a Business Failure This paper is a brief examination into how different variables both dependent and independent in relation to various theories of organizational behavior played a significant role in the failure of the once profitable and prominent Swiss Air Airline company. It provides specific examples of how certain organizational behavioral theories if applied before the company’s insolvency might have predicted the airlines impending bankruptcy. It also compares and contrasts the different aspects of the company’s leadership, management, and corporate structure, and the significant role that these organizational behavioral variables played in the company’s downfall. Swissair The year of 2001 was not only noted for the terrorist attacks of 911, but it was also the year that the world witnessed the collapse of Swissair, one of the world’s most successful airlines and the first to officially fly the Swiss Flag as a national carrier. In October of that year the airlines was forced into filing Sweden’s form of Chapter 11 in an effort to protect itself from its creditors. Several organizational behavioral theories and their associated variables could have predicted the likelihood of the failure based on the behavior of the corporation’s top leadership and the management of its subsidiaries as the company began the strategic...
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...11/22/2013 Parent Company: Swire Pacific Alliance: Frequent flyer program: Fleet Size: Destinations: Oneworld The Marco Polo Club 133 including cargo 112 including cargo Airport Lounge 1. The Arrival 2. The Pier 3. The Wing 4. The Cabin 5. G16 Lounge 11/22/2013 5 11/22/2013 6 M1 _ Lesson 1 1 The Marco Polo Club The Marco Polo Club is an exclusive loyalty program that offers a range of privileges to their most frequent flyers. There are 4 tiers:1. Diamond 2. Gold 3. Silver 4. Green 11/22/2013 CX Slogan People They Make an Airline http://www.youtube.co m/watch?v=lz1RfUTC 7mI 7 11/22/2013 8 Members of oneworld Alliance: 1. 2. 3. 4. 5. Cathay Pacific, HKG American Airlines, USA British Airways, UK Finnair, Finland Iberia, Spain 9. Qantas, Australia 10. Royal Jordanian Airlines, Jordan 11. S7 Airlines, Russia 12. Air Berlin, Germany 13. Malaysian Airlines, 6. LAN Airlines, Chile 7. Japan Airlines Malaysia 14. Qatar Airlines, Qatar, Middle East 9 11/22/2013 11/22/2013 10 10 One World Membership • Oneworld's airlines all have different names for their top membership tiers in their frequent flyer programs, the alliance has created tier names, based on...
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...Airbus Market update 2010 Redburn Aviation Conference November 2010 Mark Pearman Wright Head of Leasing & Investor Marketing 2 Disclaimer Disclaimer This presentation includes forward-looking statements. Words such as “anticipates”, “believes”, “estimates”, “expects”, “intends”, “plans”, “projects”, “may” and similar expressions are used to identify these forward-looking statements. Examples of forward-looking statements include statements made about strategy, ramp-up and delivery schedules, introduction of new products and services and market expectations, as well as statements regarding future performance and outlook. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these forward-looking statements. These factors include but are not limited to: • Changes in general economic, political or market conditions, including the cyclical nature of some of EADS’ businesses; • Significant disruptions in air travel (including as a result of terrorist attacks); • Currency exchange rate fluctuations, in particular between the Euro and the U.S. dollar; • The successful execution of internal performance plans, including cost reduction and productivity efforts; • Product performance risks, as well as programme development and management risks; • Customer, supplier and subcontractor...
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...Airline Codes JP | Adria Airways | XK | CCM Airlines | YM | Montenegro Airlines | RE | Aer Arann Express | 9M | Central Mountain Air | 9K | Nantucket Airlines | EI | Aer Lingus | CI | China Airlines | RA | Nepal Airways | SU | Aeroflot Russian Airlines | MU | China Eastern Airlines | EJ | New England Airlines | AR | Aerolineas Argentinas | CZ | China Southern Airlines | 2N | Nextjet | AM | Aeromexico | QI | Cimber Air | HG | Niki | VH | Aeropostal | WX | Cityjet Airline | NA | North American Airlines | 8T | Air Tindi | 9L | Colgan Air | HW | North Wright Air | AH | Air Algerie | OH | Comair Inc. | OA | Olympic Airways | AB | Air Berlin | DE | Condor Flugdienst | WY | Oman Air | BP | Air Botswana | CO | Continental Airlines | ON | Our Airline | 2J | Air Burkina | CM | Copa Airlines | 8P | Pacific Coast Airlines | TY | Air Caledonie | SS | Corsair | LW | Pacific Wings | SB | Air Calin | OU | Croatia Airlines | PK | Pakistan International Airways | AC | Air Canada | CU | Cubana Airlines | HI | Papillon Airways | TX | Air Caraibes | CY | Cyprus Airways | KS | Penair | CA | Air China | OK | Czech Airlines | PR | Philippine Airlines | EN | Air Dolomiti | DL | Delta Airlines | PU | Pluna | UX | Air Europa | 7D | DonbassAero | PH | Polynesian Airlines | AF | Air France | KA | Dragonair | NI | Portugalia | AI | Air India | 9H | Dutch Antilles Express | PW | Precision Airlines | I9 | Air Italy | T3 | Eastern Airways | PB | Provincial Airways | ...
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...Consulting project in Strategy and Organization 2014 Autumn 2014 Authors Carolyne Kako Alexander Kanani Roland Kassemeier Petteri Kivelä Lennart Kuhrt Francesco Licitra Supervisor: Björn Trägårdh 2 Table of Contents 1. Introduction ........................................................................................................................................ 3 2. Conceptual overview .......................................................................................................................... 3 3. Methodology ....................................................................................................................................... 3 4. Findings ............................................................................................................................................... 4 4.1 Who are we? ................................................................................................................................. 4 4.2. Upframing .................................................................................................................................... 5 4.2.1 Value Constellation ................................................................................................................ 5 4.2.2 Alternative value constellations............................................................................................. 5 4.2.3 Competitors ...................................................
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...services Rankings – Freight services Section 2 - British Airways Profile Overview Alliances LHR Air Transport Movements LGW Air Transport Movements Awards History Key Events (1987-2005) Board Members Leadership Team British Airways Management Team Employees Brands Departmental Analysis Section 3 - British Airways Fleet Aircraft Fleet Aircraft Delivery Schedule Mainline Fleet Profiles Regional Aircraft Fleet Maintenance Section 4 - British Airways Performance Summary Strategy Social and Environmental Performance Incentive Plans Summary Financial / Operating Statistics Principal Investments Shareholder Information Share Price History Section 5 - Global Partners Overview BA Connect Franchisees oneworld Aer Lingus American Airlines Cathay Pacific Finnair Iberia LanChile Qantas oneworld At A Glance Section 6 - Route Network British Airways Franchisees Section 7 - General Information Airport Three Letter Decodes Outside Advisors Abbreviations & Specialist Terms How To Contact Us 2 3 3 4 4 5 6 6 7 8 89 91 92 93 97 98 99 100 101 102 103 104 9 9 10 10 11 12 13 38 39 40 41 44 47 105 109 110 115 116 118 56 56 57 69 72 73 74 75 75 77 86 87 88 This document has been prepared solely for the purpose of providing information about British Airways to interested parties. It does not constitute an offer to sell any securities and must not be relied upon in connection with any investment decision. The information contained in the document has been compiled in good faith by British...
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...Marimekko and its potential to exploit benefits of EU integration Marimekko is a finish textile and design company founded in 1951. Its business portfolio includes various products, ranging from clothing, shoes through accessories and a large variety of decorating items. Only few years after the company’s establishment, in 1956, the company started to expand through exporting, mostly to other Nordic countries, starting with Sweden (Suder, 2011). Such an expansion strategy based on Uppsala model gave the company a solid base of loyal customers in its home country as well as in neighboring countries, where Marimekko expanded afterwards. However, in order to benefit from the EU enlargement as much as possible and achieve brand to be more internationalized (strategy cornerstone), Marimekko should reconsider its expansion strategy. The company should take advantage of all benefits the EU has brought, especially common EU currency, cheap and skilled labor in particular markets, and proximity of those markets as well as increasing purchasing power in many EU member states. Otherwise, the company might experience difficulties to compete with other textile companies which are heavily presented in Baltic and Balkan regions and might use the advantage of economies of scale in the future to expand. Marimekko itself confirmed that exporting is probably the most frequent entry strategy in textile industry (Suder, 2011). After operating on home market for few years and gaining sufficient...
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...lounges offering passengers a comfortable stay, Internet access, drinks, snacks and others. It is a nice place to work and relax before departure. Airport Lounge Locations Air France KLM Lounge (Level 05, non-public area, Terminal 1, Module D) Atlantic Lounge for passengers of Aeroflot, Aer Lingus, Air Berlin, Carpatair, Condor, Donavia, Egyptair, Etihad Airways, Kuwait Airways, Mahan Air, Orenair, Oman Air, Qatar Airways, Rossiya Airlines, Royal Air Maroc, S7 Airlines, Tarom, Turkish Airlines, Ukraine International Airlines, Ural Airlines, and UTair (level 03, departures, Module C of Terminal 1) British Airways Galleries Lounge (Level 05, non-public area, Terminal 1, Module B) Europe Lounge for passengers of Air Baltic, Air Berlin, Condor, Finnair, Icelandair, Meridiana, SkyWork, TAP Portugal, and Vueling (behind security check, Level 05 of Terminal 1, Module D) Lufthansa´s Senator and Business lounges (Terminal 2 (Gates G, H) and Terminal 2 Satellite (Gates K, L, Level 04 and 05) Emirates lounge (Level 05, non-public area, Terminal 1, Module C) VipWing premium terminal (Terminal 1, Module D Süd/E) Airport Services & Facilities Internet Access Passengers can use Wi-Fi connection free of charge in both terminals at Munich Airport. Showers Passengers can freshen up after a long flight in exclusive showers located in Munich Airport Center and Terminal 2 (gates G, H, K, L) of the MUC airport. Price is EUR 15 and EUR 20 is a deposit. Courtesy Strollers Courtesy strollers are available...
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...International business environment Introduction This assignment is about how the international business environment impact a enterprise grown. The reason of why I choose American Airlines again is for the last two assignment I have had a deep understand of this enterprise, so I'd like to analysis the growth of American Airlines in another angle, that will be interesting. About American Airlines There are many air transport companies in The USA , The American Airlines is one of the most representative companies in The USA , not only the scale of the company, but also was the first company that combined e-business with the traditional business model . American Airlines was founded in 1930, formerly American Airways, Inc.It was combined by more than 80 small airlines. American Airways, Inc. officially became American Airlines, Inc. in 1934, the same year C.R. Smith became president of the company. The airline began trading on the New York Stock Exchange on June 10, 1939. Originally headquartered in New York City, where it continues to maintain a strong presence, American moved its headquarters to Fort Worth, Texas, in 1979 and has since become one of the largest airlines in the world, contributing nearly $100 billion to the U.S. and international economies. It has helped create more than 900,000 jobs worldwide, and supported approximately 1,400 non-profit organizations worldwide. American and its regional airline affiliates, American Eagle and the American Connection airlines...
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...SUSTAINABILITY REPORT: QANTAS AIRWAYS LTD By Student’s Name Course Name Professor Name City, Location Project Name Date of Submission Table of Contents 1. Introduction……………………………………………………………………………...…..3 2. Financial……………………………………………………………………………..………4 3. Social Responsibility…………………………………………………………………..……..6 4. Environmental Responsibility……………………………………………………….………7 5. Conclusion………………………………………..………………………………… ………8 6. References List……………………………………………………………………………..9 Sustainability Report: Qantas Airways Ltd Introduction The paper seeks to provide a corporate social responsibility report on Qantas to understand the impacts of financial operations of the company on the environmental and social responsibility initiatives of the company. Qantas Airways ltd identifies a flag carrier airline located in Australia and it is recognized to be the largest airline in terms of fleet size, international flights and international destinations. After KLM and Aviance, Qantas is the third oldest airline across the world as it was founded in the late 1920. Today, the airline is headquartered in Sydney within its main airport being Sydney Airport. The company owns 65 percent of the Australian domestic market and ferries 14.9 per cent of all passengers travelling from and in Australia. Some of its subsidiaries include Jetconnect and Qantaslink...
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...Company background The story of Malaysia Airlines started in the golden age of commercial air travel. A joint initiative of the Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways led to a proposal to the Colonial Straits Settlement government to run an air service between Penang and Singapore. The result was the incorporation of Malayan Airways Limited (MAL) on 12 October 1937. On 2 April 1947, MAL took to the skies with its first commercial flight as the national airline. Fuelled by a young and dynamic team of visionaries, the domestic carrier turned into an international airline in less than a decade. With the formation of Malaysia in 1963, the airline changed its name to Malaysian Airlines Limited. Soon after, Borneo Airways was incorporated into MAL. Within 20 years, MAL grew from a single aircraft operator into a company with 2,400 employees and a fleet operator using the then latest Comet IV jet aircraft, six F27s, eight DCs and two Pioneers. In 1965, with the separation of Singapore from Malaysia, MAL became a bi-national airline and was renamed Malaysia-Singapore Airlines (MSA). A new logo was introduced and the airline grew exponentially with new services to Perth, Taipei, Rome and London. However, in 1972, the partners went separate ways. Malaysia introduced Malaysian Airline Limited, which was subsequently renamed Malaysian Airline System and took to the skies on 1 October 1972. It was later branded Malaysia Airlines...
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