...Pegasus Travel.com: Fasten Your Seatbelts!* A Business Plan Analysis and Simulation I. Introduction Pegasus Travel.com 1975 Beacon Street Brookline, MA 02446 P.O. Box 1234, U.S.A. (617) Pegasus Co-owners: Kimberly Peters J. H. Welch Christa Bentley Yoriko Nomo Sandrine Bouchet Description of Business: This Company will cater to the need of people age 55 and over who want the flexibility in traveling by groups or individually. Services will include a web site where customers can create their own customized vacation package or choose from the pre-set travel packages of the week and chat with people who are also interested in traveling with them. Customers will also be able to locate travel buddies if they have an idea of a destination, but do not have a large enough group for traveling. Financing: Initial financing required is $2,105,185, and will be received from venture capitalists and bank loans that will be paid off over 12 years. The invested money from venture capitalists and bank loans will allow Pegasus Travel, Inc. (“Pegasus”) to cover office space, office equipment and supplies, advertising, technology development, salaries and wages and utilities. This report is confidential and is the property of the co-owners listed above. It is intended only for use by the person to whom it is transmitted and any reproduction or divulgence of any of its contents without the prior written consent of the Company is prohibited. II. Executive Summary...
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...___________________________________________________________________________________________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE DAF/COMP(2014)14 Unclassified AIRLINE COMPETITION -- Background Paper by the Secretariat -18-19 June 2014 This document was prepared by the OECD Secretariat to serve as a background note for Item IX at the 121st meeting of OECD Competition Committee on 18-19 June 2014. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. More documents related to this discussion can be found at http://www.oecd.org/daf/competition/airlinecompetition.htm. English - Or. English JT03358883 Complete document available on OLIS in its original format This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP(2014)14 TABLE OF CONTENTS Introduction ................................................................................................................................................. 3 1. Features of the airline industry ............................................................................................................. 4 1.1. Liberalisation of the air transportation industry .......................................
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...Achievement in Turkish Airline Companies Dilek Erdogan (Corresponding author) Department of Aviation Management, Faculty of Aeronautics and Astronautics Anadolu University, Eskisehir, Turkey Tel: 90-222-321-3550 / 6984 E-mail: dilekc@anadolu.edu.tr Ergun Kaya Department of Management, Faculty of Business Administration Anadolu University, Eskisehir, Turkey Tel: 90-222-335-05-80/ 2544 Received: Sep. 16, 2014 doi:10.5296/jmr.v6i4.6355 E-mail: ergunk@anadolu.edu.tr Accepted: Oct. 13, 2014 Published: October 13, 2014 URL: http://dx.doi.org/10.5296/jmr.v6i4.6355 Abstract The aim of this study is to analyze performance indicators used by airline companies within the framework of a performance and strategic management tool, namely, ’balanced scorecard (BSC)’, and to assess its applicability in the airline business. Designed as a multiple case study by collecting data from primary and secondary sources, the participants of this study are scheduled airline businesses operating in Turkey. The airline companies have been found to use similar performance indicators within the financial, customer-based, internal business process, and learning/growth perspectives of BSC. Airline companies are recommended to use BSC because it allows them to transform their strategies into measurable performance indicators and to assess their performance multi-dimensionally. Keywords: Strategic Management, Performance Management, Balanced Scorecard, Airline Industry, Performance...
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...“Turkish Airlines experiences rapid expansion”. This is the title of an article appeared on November 14, 2013 in the Financial Times. In the decade 2003-2013 the company expanded enormously, from 65 to 233 aircrafts, the passenger numbers have more than quadrupled and the number of international destinations grew surprisingly from 76 to 199. (See Exhibit 1) At present, Turkish Airlines appears to be one of the most extensive airline companies with 106 connected countries (the last was added in April 2014). It was also acclaimed as the best European company in the last four years consecutively at the Skytrax World Airline Awards, being the third most profitable carrier after Ryanair and Easyjet. The expansion continues: with the project of the third Istanbul’s international airport and the announcements of new destinations to countries like Mexico, Philippines and South Sudan. (See Exhibit 2) How a small Turkish state-owned company became so huge and successful? What are the main challenges it had to face and how did it tackle them? What are the main actual and future issues for a company that is expanding quickly and widely? We will try to give an answer to these questions in the paper: starting from an essential and short presentation of Turkish Airlines historical evolution, making a synthetic overview of its main strategies and analyzing the past and the future challenges in developing countries such as India. Turkish Airline historical steps towards internationalization...
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...Full Length Research Paper Branding satisfaction in the airline industry: A comparative study of Malaysia Airlines and Air Asia Kee Mun, Wong* and Ghazali, Musa Faculty of Business and Accountancy, University of Malaya, 50603 Kuala Lumpur, Malaysia. Accepted 23 March, 2011 Brand is crucial in differentiating the superiority of products or services over others. This is an exploratory study examining the differences in brand satisfaction between Malaysian Airlines (full service airlines) and Air Asia (low cost airlines) in Malaysia. 350 usable questionnaires were obtained from respondents in the two main airlines terminals in Kuala Lumpur. Exploratory factor analysis revealed seven brand satisfaction dimensions which are tangibles, price, core service, reputation, publicity, word-of-mouth, and employee. Generally, respondents were not satisfied with all brand dimensions of both airlines. The level of brand dissatisfaction is also higher for Malaysian Airlines compared with Air Asia. Air Asia was perceived better than Malaysian Airlines in price, publicity, and word-of-mouth. On the other hand, Malaysian Airlines was perceived better in tangibles, core service, reputation, and employee. The paper highlights some of its theoretical, managerial and marketing implications to the development of airline industry. Key words: Airlines, branding, satisfaction, Malaysia Airlines, Air Asia. INTRODUCTION The world airline industry has gone through a rollercoaster ride for the past...
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...The Logistics Industry in Turkey November 2013 1 Disclaimer Republic of Turkey Prime Ministry Investment Support and Promotion Agency (ISPAT) submits the information provided by third parties in good faith. ISPAT has no obligation to check and examine this information and takes no responsibility for any misstatement or false declaration. ISPAT does not guarantee the accuracy, currency, reliability, correctness or legality of any information provided by third parties. ISPAT accepts no responsibility for the content of any information, news or article in the document and cannot be considered as approving any opinion declared by third parties. ISPAT explicitly states that; it is not liable for any loss, negligence, tort or other damages caused by actions and agreements based on the information provided by third parties. Deloitte accepts no liability to any party who is shown or gains access to this document. The opinions expressed in this report are based on Deloitte Consulting’s judgment and analysis of key factors. However, the actual operation and results of the analyzed sector may differ from those projected herein. Deloitte does not warrant that actual results will be the same as the projected results. Neither Deloitte nor any individuals signing or associated with this report shall be required by reason of this report to give further consultation, to provide testimony or appear in court or other legal proceedings, unless specific arrangements thereof have...
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...EXERCISE 22-1. TRUE OR FALSE QUESTIONS 1. Sale of goods and services which are subject to Other Percentage Tax cannot be subject also to a value-added tax. 2. Persons or transactions which are subject to Other Percentage tax may still be subject to income tax. 3. Persons or transactions which are exempt from income tax may nevertheless be subject to Other Percentage Tax. 4. A person whose gross annual sales or receipts do not exceed P1,919,500 may, nevertheless be subject to value-added tax. 5. A person whose gross annual sales or receipts do not exceed P1,919,500 may, nevertheless be subject to Other Percentage Tax. 6. A person whose gross annual sales or receipts exceed P1,919,500 may, nevertheless be exempt from other percentage tax or value-added tax. 7. A domestic carrier of passengers by land shall be subject to value-added tax if the gross annual sales or receipts exceed P1,919,500. 8. A domestic carrier of passengers by land shall be exempt from value-added tax and common carrier’s tax if its gross annual sales do not exceed P100,000. 9. A radio broadcasting company whose gross annual receipts do not exceed P10,000,000 shall not be subject to value-added tax even if it decides to be subject to VAT. 10. A television broadcasting company whose gross annual receipts do not exceed P10,000,000 but who voluntarily registers under the value-added tax system cannot revert back to franchise tax for a period of three (3)...
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...PARTEA 1 MANAGEMENTUL MARKETINGULUI – CE ESTE ªI CUM TREBUIE ÎNÞELES CAPITOLUL 1 DEFINIREA MARKETINGULUI PENTRU SECOLUL XXI ÎN ACEST CAPITOL VOM ABORDA URMÃTOARELE CHESTIUNI: 1. De ce este important marketingul? 2. Care este sfera de acÆiune a marketingului? 3. Care sunt conceptele fundamentale ale marketingului? 4. Cum s-a schimbat managementul marketingului? 5. Care sunt activitåÆile absolut necesare pentru un management de succes al marketingului? Marketingul este peste tot. În mod formal sau informal, oamenii çi organizaÆiile desfåçoarå un mare numår de activitåÆi care s-ar putea numi „marketing“. Marketingul bine fåcut a devenit din ce în ce mai mult o componentå vitalå pentru succesul în afaceri. Çi ne influenÆeazå profund viaÆa de zi cu zi. Marketingul este înglobat în tot ceea ce facem: de la hainele cu care ne îmbråcåm, la site-urile Web pe care intråm çi la reclamele pe care le vedem! ouå adolescente intrå în cafeneaua Starbucks din cartierul lor. Una se duce la tejghea çi-i då barmanului carduri pentru douå ceçti de cafea cu lapte çi mentå gratuite, lângå care cumpårå çi câteva produse de patiserie. Cealaltå se açazå la o maså çi-çi deschide laptopul Apple PowerBook. În câteva secunde, s-a conectat la Internet, graÆie acordului încheiat de Starbucks cu T-mobile pentru crearea unei reÆele de conectare fårå fir, HotSpots, în peste o mie de localuri Starbucks. Odatå intratå pe Net, fata tasteazå în motorul de cåutare Google numele formaÆiei care interpreteazå...
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...e-Business W@tch to monitor the growing maturity of electronic business across different sectors of the economy in the enlarged European Union, EEA and Accession countries. Since January 2002, the e-Business W@tch has analysed e-business developments and impacts in manufacturing, construction, financial and service sectors. All results are available on the internet and can be accessed or ordered via the Europa server or directly at the e-Business W@tch website (http://ec.europa.eu/comm/enterprise/ict/policy/watch/index.htm, www.ebusiness-watch.org). This document is a sector study by e-Business W@tch, focusing on the tourism industry. Its objective is to describe how companies in this industry use ICT for conducting business, to assess the impact of this development for firms and for the industry as a whole, and to indicate possible implications for policy. Analysis is based on literature, interviews, case studies and a survey among decision-makers in European enterprises from the tourism industry about the ICT use of their company. Disclaimer Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of the following information. The views expressed in this report are those of the authors and do not necessarily reflect those of the European Commission. Nothing in this report implies or expresses a warranty of any kind. Results from this report should only be used as guidelines as part of an overall strategy...
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...Contents South West Airlines 4 Goals and Objectives 5 Their Mission and Vision Statement 5 Strengths 6 Weaknesses 6 Opportunities 8 Threats 8 Analyzing company’s external environment 9 Analyzing the nature and strength of competitive forces 11 Competitive pressure stemming from bargaining power of buyer: 16 Determining whether the collective strength of the five competitive forces is conductive to good profitability: 17 Competitive pressure from seller of substitute products 18 Sign that competition from substitute is strong 19 Competitive pressure stunning from supplier bargaining power 20 PESTEL ANALYSIS 24 SCENARIO PLANNING 56 SCENARIO NO.1 58 SCENARIO NO.2 59 SCENARIO NO.3 59 SCENARIO NO.4 60 SCENARIO NO.5 60 SCENARIO NO.6 60 SCENARIO NO.7 61 SCENARIO NO.8 61 Competitors Objectives 62 Competitor's Current Strategy 63 Competitor's Resources and Capabilities 64 Competitor’s Assumptions 66 Regional Factors 67 Value chain activities: 68 Key competitive advantages: 72 Solutions: 82 Weights of Key success factors in five airlines: 86 COMPETITIVE ADVANTAGE 92 FIVE GENERIC COMPETITIVE STRATEGIES: 92 LOW COST PROVIDER STRATEGIES: 92 DIFFERENTIATION STRATEGIES: 95 BEST-COST PROVEDER STRATEGIES: 96 FOCUS (MARKET NICHE) STRATEGY: 96 STRATEGIC ALLIANCE AND PARTNERSHIP: 97 MERGER AND ACQUISITION STRATEGIES. 98 VERTICAL INTEGRATION. 98 OUTSOURSING. 98 OFFENSIVE...
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...index. eISBN: 978-1-58836-596-5 1. Social psychology. 2. Contagion (Social psychology). 3. Context effects (Psychology). I. Heath, Dan. II. Title. HM1033.H43 2007 302'.13—dc22 2006046467 www.atrandom.com Designed by Stephanie Huntwork v1.0 To Dad, for driving an old tan Chevette while putting us through college. To Mom, for making us breakfast every day for eighteen years. Each. C O N T E N T S INTRODUCTION WHAT STICKS? 3 Kidney heist. Movie popcorn. Sticky = understandable, memorable, and effective in changing thought or behavior. Halloween candy. Six principles: SUCCESs. The villain: Curse of Knowledge. It’s hard to be a tapper. Creativity starts with templates. CHAPTER 1 SIMPLE 25 Commander’s Intent. THE low-fare airline. Burying the lead and the inverted pyramid. It’s the economy, stupid. Decision paralysis. Clinic: Sun exposure. Names, names, and names. Simple = core + compact. Proverbs. The Palm Pilot wood block. Using what’s there. The pomelo schema. High concept: Jaws on a spaceship. Generative analogies: Disney’s “cast members.” CHAPTER 2 UNEXPECTED 63 The successful flight safety announcement. The surprise brow. Gimmicky surprise and...
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...matter? Industry settlement systems Aviation solutions Note: Unless specified otherwise, all dollar ($) figures refer to US dollars (US$). This review uses only 100% recycled paper (Cyclus Print) and vegetable inks. # IATA Membership as of 1 May 2012 ABSA Cargo Airline Adria Airways Aegean Airlines Aer Lingus Aero República Aeroflot Aerolineas Argentinas Aeromexico Aerosvit Airlines Afriqiyah Airways Aigle Azur Air Algérie Air Astana Air Austral Air Baltic Air Berlin Air Canada Air China Air Corsica Air Europa Air France Air India Air Koryo Air Macau Air Madagascar Air Malawi Air Malta Air Mauritius Air Moldova Air Namibia Air New Zealand Air Nigeria Air Niugini Air Nostrum Air One Air Pacific Air Seychelles Air Tahiti Air Tahiti Nui Air Transat Air Vanuatu Air Zimbabwe Aircalin Airlink Alaska Airlines Alitalia All Nippon Airways AlMasria Universal Airlines ALS American Airlines Arik Air Arkia Israeli Airlines Armavia Asiana Airlines Atlas Air Atlasjet Airlines Austrian Avianca Azerbaijan Airlines B&H Airlines Bahrain Air Bangkok Airways Belavia—Belarusian Airlines Belle Air Biman Binter Canarias Blue Panorama Blue1 bmi British Airways Brussels Airlines Bulgaria air C.A.L. Cargo Airlines...
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...firm aircraft orders and latest delivery schedules. With yield management becoming the singular strategy lever for Indian Low-Cost Carriers (LCCs), cost structures assume high importance and structural asymmetries will decide the competitive edge for the airlines. However, much of these asymmetries in cost structure are inherited from the fleet strategy adopted by various airlines, hence normally have a long-lasting impact on their balance sheets. High operating leverage proves fatal in a cyclical downturn where balance sheet strength is vital. At the comfort of hindsight, bulk orders have benefitted IndiGo with valuable incentives, which have given it the structural advantage of lower rentals, while single fleet focus and strong balance sheet have lent IndiGo asymmetrical advantages on maintenance costs, redelivery expenses and supplementary rentals. That the other airlines have missed the plot thus far is a given, but the current growth phase of domestic aviation and low crude price outlook provide opportunity for them to shore up their balance sheet. Our domestic supply-demand model shows an implied annual growth rate of only 14%. This is the implied growth rate based on the capacity addition programs of domestic airlines. Our model...
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...A REPORT ON ORGANISATION STUDY AND PAYROLL BY VAISHNAVI.M INDIAN INSTITUTE OF e-BUSINESS MANAGEMENT, (IIeBM) WAKAD, PUNE-57 MeBA- 2006-2008 A REPORT SUBMITTED ON PARTIAL FULFILLMENT OF THE REQUIREMENTS OF THE MASTERS IN e-BUSINESS ADMINISTRATION (MeBA) COURSE 1 2 3 TABLE OF CONTENTS S.NO DETAILS PAGE NUMBERS FROM TO 1 3 5 6 7 8 9 10 11 12 I. II. III. IV. V. VI. 1. Title page Certificates Table of contents Declaration Acknowledgement Synopsis Introduction 1 2 4 6 7 8 9 10 11 12 2. Objectives of the study 3. Terms of reference 4. Methodology 5. Part-I-History & Mission statement 5.1 History 5.2 Mission statement 13 14 20 13 19 20 6. Part-II-Organization study 6.1 Stores and Purchase department 6.2 Accounts and finance department 6.3 Maintenance department 21 24 27 28 23 26 27 28 4 S.NO DETAILS PAGE NUMBERS FROM 29 33 35 37 TO 32 34 36 43 6.4 Production department 6.5 Quality Control department 6.6 Commercial department 6.7 Personnel & Administration department 7. Part-III- Payroll administration 7.1 Employees 7.2 Employee remuneration 7.3 Employee cost budget 7.4 Fixed cost & variable cost 7.5 Labour cost 7.6 Payroll processing 44 45 46 54 61 61 62 44 45 53 60 61 61 63 8. Findings and inferences 9. Recommendations 10. Bibliography 64 67 69 66 68 70 5 DECLARATION I hereby declare that this project entitled “ORGANISATION STUDY AND PAYROLL” is the result of the original work done...
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...Table of Contents Table of Contents 1 List of Tables 3 List of Charts 4 Introduction 5 I. Transportation Sector 7 1. Key Factors for Success in Transportation Sector 7 2. Transportation Statistics of the Sector in Turkey 8 II. Strategic Business Plan for Metro Tourism 17 1. Internal Analysis of Metro Tourism 17 a. Historical Background 20 b. Mission-Visions-Strategic Targets-Aims 20 c. Market Share, Organizational Structure, Revenue Items 22 d. Trading Strategies 23 2. Financial Structure of Metro Tourism 23 a. Existing financial structure and financial analysis 23 b. Financial predictions for the next three years 29 3. External Analysis of Metro Tourism 29 a. Competitor Analysis 29 b. Economic and Political Analysis 33 c. SWOT Analysis 33 d. PESTEL Analysis 37 e. Porter’s 5 Force Analysis 37 4. Strategic Business Propositions for Metro Tourism. 37 a. Best opportunities for the next three year success regarding the costs and risks 37 b. Potential profits for Metro Tourism and the actions that will improve sustainability. 37 List of Tables Table 1: Investment in transportation, in billion EUR 7 Table 2: Length of railways, the train kilometers 8 Table 3: Passenger transportation by railways 9 Table 4: The number of railways accidents and results 10 Table 5: Air transport statistics 11 Table 6: Aircrafts involved in accidents and result of accidents 12 Table 7: Road Lengths (in km) 13 Table 8: Passenger transportation...
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