...Management Group Project Virgin Atlantic Airways Limited Instructor: Mr. Audun Fiskerud Presented by: Mikael Tving Therkildsen - Jacob Brodersen – Jonas Ravn Nielsen - Gary Chuyu Fang Executive summary This report strategically analyses the Strategy Business Unit (SBU), passenger transfer service, for Virgin Atlantic Airways Limited. The strategic analysis contains investigation of certain key business areas of Virgin Atlantic, such as: defining whom the Virgin Atlantic customer is; understanding of the external environment issues of the airline industry; competitor analysis, and analysis of the Human Resources within the organization. Through the analysis of Virgin Atlantic Airways Limited, some issues for the company were uncovered. Especially two main issues should be considered as potential problems for Virgin Atlantic’s business unit and so action needs to be taken within these areas: 1. Lacking economy of scale (size of the company). 2. Increasing environmental awareness among customers. 1. Virgin Atlantic lacks economy of scale because of the size of the company and limited routes available. To be able to compete effectively and gain greater profits through economy of scale, Virgin Atlantic has to expand by opening new routes. The implementation of this will require strategic financial planning and adjustment of the company structure. It is likely that this process will take several years; however, this change is necessary to increase Virgin Atlantic’s competitiveness...
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...BUSS 1002 Short Notes Date: Wednesday 20 June, 1.50pm Length: Exam is 3 hours + 10 minutes reading time SECTION A (key concepts and application) – worth 20 marks SECTION B (A-CA-R application to a business problem) – worth 30 marks SECTION C (company analysis – same format as Company Report; company will be from the aviation industry) – worth 50 marks All three sections will require you to draw on your knowledge in relation to the main themes taught throughout the semester. SECTION A NOTES 2. CSR & SUSTAINABILITY * Business’s are a key player in society change agents (force for good or evil) * Changing nature of society has brought with it changing attidutes * The role of business in society (GFC) * Responsibility to society and the environment (climate, resources, CSR & S) * Corporate Social Responsibility Continuum * CSR Reluctance * CSR Grasp * CSR Embedment (integrate social objectives w/ bus goals; balance social & eco profits) * Definition of CSR * Notion that corporations have a obligation to society to take into account not just their economic impact, but also their social and environmental impact * Five dimensions of CSR * Environmental, Social, Economic, Stakeholders, Voluntariness (ESESV) * Align with triple bottom line of economic, environmental and social goals. * The Challenge * Energy industry has allowed economic progress, provides power, heat, light...
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...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 | WJ | Air Labrador | MS | Egyptair | QF | Qantas Airways | MD | Air Madagascar | LY | El Al Israel Airlines | QR | Qatar Airways | QM | Air Malawi | EK | Emirates Airlines | AT | Royal Air Maroc | KM | Air Malta | EM | Empire Airlines | BI | Royal Brunei Airlines | MK | Air Mauritius | OV | Estonian Air | RJ | Royal Jordanian | 9U | Air Moldova | ET | Ethiopian Airlines | WB |...
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...THE TRAVEL AGENCY SERVICE INDUSTRY: INDUSTRY TRENDS AND PRACTICES Sue Bergin-Seers1 , Barry O’Mahony2 and Regina Quiazon3 Introduction The need for this scoping study was identified by the Australian Federation of Travel Agents (AFTA). A current overview of the industry, including the changing trends of travellers, was required by the organisation, with a specific request to source existing available data with regard to industry trends for travellers in seeking, booking and purchasing travel. It was understood from the outset that data may not exist to answer all the desired needs and, hence, the scoping study would help to confirm the need for future primary research, as well as the parameters and dimensions of that research. This paper describes the key findings of the scoping phase. In identifying the current trends and practices in the Travel Agency Service Industry, the research was based on secondary data to specifically consider the following issues, as identified by AFTA: • Travel agency reservations and bookings as compared to reservations and bookings conducted over the internet; • Use of the internet for information sourcing for travel decision making as opposed to advice from travel agents; • Variations in usage of the internet versus travel agents according to market segment and length of stay; • Direct selling by airlines; • Reasons for traveller use of the internet; and • Best practice competitive strategies by key travel agents. Data Sources and Limitations ...
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...GLOBAL AVIATION GROUP 2013 Airline Disclosures Handbook Financial reporting and management trends in the global aviation industry kpmg.com KPMG’s Global Aviation practice KPMG is a global network of professional firms providing Audit, Tax and Advisory services. We operate in 156 countries and have 152,000 people working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Through its member firms, KPMG has invested extensively in developing an experienced aviation team. KPMG’s understanding of the aviation industry is both current and forward looking, thanks to KPMG’s global experience, knowledge sharing, industry training and use of professionals with direct experience in the aviation industry. KPMG member firms serve many of the market leaders within the airline sector. We are leading providers of external audit services with 33% market share of the top 50 airlines by revenue. We also provide other services to over half of these top 50 airlines. KPMG member firms’ strength lies in our professionals and their knowledge and experience gathered from working with a large and diverse client base. KPMG’s airline industry experience helps the teams understand both your business priorities and the strategic issues facing your company. KPMG’s Global Aviation practice’s presence in many international markets, combined with industry knowledge, positions KPMG...
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...095134531 | 0.924505216 | GDP Data (USD $M) | 0.001155711 | 3.40948E-05 | 33.89703095 | 1.32639E-42 | Table 1. Oil Consumption and GDP GDP regression analysis results Table 1 above shows that 94.7% of the 2010 oil demand of selected countries can be explained by the explanatory variable (2010 GDP growth of those countries). The remaining 5.3% of the oil demand in 2010 is unknown and cannot be explained using the linear regression model Oil demand = 1 + (2*GDP) + Residual. Additionally, a $ USD 1,155.71 increase in a country’s GDP will lead to a 1,000 barrel per day increase in that country’s oil demand, assuming all other variables are held fixed. Figure 1. Oil consumption by country The graph above shows the predicted vs. actual oil consumption by country using GDP and oil consumed (‘000 barrel per day) data for 2010. Based from the above, the U.S. was the top oil consumer in 2010. It consumed 16.7 M barrels per day - exceeding the benchmark result from the regression analysis by 15% or 2.4 M barrels per day. Other countries observed to have exceeded their benchmarked oil consumption are Saudi Arabia, Singapore, Iran, Canada, Korea, Venezuela, Thailand, UAE, Kuwait, Netherlands, Indonesia, Russia, Mexico, Egypt, Malaysia and Brazil. On the other side of the equation where the actual oil consumption is less than the benchmark, China led the way. In 2010, it could have consumed an additional 2.4 M barrels of oil per day. Other worth noting countries which...
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...Term Paper on Airbus INTRODUCTION In December 2000, Airbus formally committed to develop and launch a super jumbo plane known as the A380 at a launch cost of $13 billion. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with capacity in between its existing jumbo (the 747) and Airbus’ planned super jumbo. In addition to making the super jumbo one of the largest product launch decisions in corporate history, this figure represented 26% of total industry revenues in 2000 ($45.6 billion) and more than 70% of Airbus’ total revenues in 2000. The inherent risk associated with this major strategic commitment is magnified by the fact that Airbus must spend the entire amount before it delivers the first plane. History has shown that many firms including General Dynamics, and, more recently, Lockheed, have failed as a result of attempting such bet-the-company product development efforts. If, however, the launch effort does succeed, Airbus is expected to dislodge Boeing as the market leader in commercial aircraft after more than 50 years of market dominance by the latter. We can write a custom term paper on Airbus for you! This term paper presents an analysis of this new product commitment and, more generally, of competition in very large aircraft (VLA is defined as planes capable of seating more than 400 passengers). CASE BACKGROUND In the early 1990s, Airbus and Boeing independently began to study...
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...QANTAS ANNUAL REPORT 2012 Broadening our horizons Qantas Annual Report 006 008 010 012 018 028 037 065 138 153 CHAIRMAN’S REPORT CEO’S REPORT FINANCIAL PERFORMANCE BOARD OF DIRECTORS REVIEW OF OPERATIONS CORPORATE GOVERNANCE STATEMENT DIRECTORS’ REPORT FINANCIAL REPORT SUSTAINABILITY REPORT FINANCIAL CALENDAR AND ADDITIONAL INFORMATION Broadening our horizons 002 QANTAS ANNUAL REPORT 2012 Broadening our horizons Building on unique Australian qualities – and the skills of its 33,600 people – the Qantas Group is broadening its horizons to secure a successful and profitable future. 003 004 QANTAS ANNUAL REPORT 2012 Heading For the Qantas Group, 2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving...
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...THE AIRLINE INDUSTRY is in deep crisis. Losing over 100,000 jobs since September 11, 2001, and suffering major wage and benefit cuts, workers are in shock and looking for new leadership. The recent U.S. invasion and occupation of Iraq, the outbreak of the SARS epidemic and the economic downturn exacerbate the impact of the crisis on labor. Airline workers are in the forefront of discussions about their own industry and more general questions as political and social consciousness changes under the impact of the restructuring crisis. These experiences are valuable for all workers. While 9/11 and subsequent events greatly worsened the crisis, the dire state of this industry pre-dated the 9/11 attacks. The major carriers were losing millions of dollars and facing possible bankruptcy filings because of broken business models that were no longer profitable. In the capitalist system that generally means businesses fold. Bankruptcy as a Weapon Government aid still flows to the airlines, as it did after 9/11. But Wall Street and Washington are pushing the restructuring process. Meanwhile some important facts indicate the depth of the crisis and the challenge facing rank-and-file workers and their unions. Last summer US Airways, the seventh largest carrier, filed for bankruptcy and began slashing jobs, wages and benefits. It emerged from bankruptcy in the spring as a smaller carrier with lower labor costs than most of its competitors, but US Airways is still not out of turbulent...
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...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 Airways from internal...
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...The International Airline Industry Background The airline industry has been limited in expanding because of national and international regulations. Even the dominant players in this market have only been able to keep their dominance over their own markets, except for United States. In United States, the state owned national flag carriers have been the key players of this industry. But in 1990, the competition started to increase in this industry. This was caused due to deregulation, privatization and advent of new technology. During the nineties every major country in the world saw deregulation in airline’s industry. In 1978 United Stated deregulated its airlines and saw an increased competition in their local market. Similar thing happened to European Union when they disbanded their country specific barriers to free market competition among air carriers. Asia also followed the same route. Some regions in Asia quickly deregulated themselves. Many small national carriers in Latin America were privatized. The emergence of free market competition was expected to be more dominant as many European Nations were discussing implementation of opening transatlantic market with USA where landing rights would be determined by free market forces, rather than regulation. The countries signed bilateral agreements between countries that enabled the airlines of those countries to provide landing and takeoff facilities for air carriers of those countries. Privatization and deregulation...
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...Final Report The Outlook for Tourism in the Auckland Region Prepared for Auckland Regional Council June 2008 Covec is an applied economics practice that provides independent analysis and advice to a broad range of companies and government agencies. We specialise in solving problems arising from policy, legal, strategic, regulatory, market and environmental issues. Our delivery of high-quality, objective advice has provided confidence to some of the largest industrial and governmental organisations in the Asia-Pacific region. Authorship This document was written by Shane Vuletich. For further information email shane@covec.co.nz or phone (09) 916-1961. Disclaimer Although every effort has been made to ensure the accuracy of the material and the integrity of the analysis presented herein, Covec Ltd accepts no liability for any actions taken on the basis of its contents. © Copyright 2008 Covec Ltd. All rights reserved. Covec Limited Level 11 Gen-i tower 66 Wyndham Street PO Box 3224 Shortland Street Auckland New Zealand t: (09) 916-1970 f: (09) 916-1971 w: www.covec.co.nz Contents Executive Summary ............................................................................................................... 1 1. Introduction .................................................................................................................... 6 1.1. 2. Overview: Bringing the World to Auckland......................................
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...REPORT ABOUT EASYJET Seite 1/53 REPORT ABOUT EASYJET Analyses about Industry, Market, Competition and chosen strategy Reinhard Fellner Wien, am 09.06.2002 C:\Users\rf\Documents\A R C H I V 311013\F 160108\B820_Strategy\TMA\TMA01\TMA01_B820rf.doc I R M E N R E I N H A R D 301109\MBA FILES Druck: 20.11.13, 22:42 REPORT ABOUT EASYJET Seite 2/53 Executive Summary Deregulation has seriously changed the environment and structure of airline industry. Out of STEP analysis I have identified the following ain issues: Deregulation will stimulate competition, but also market growth Lower prices will cause focus on costs Focus on security measures will increase costs There is no need for added values in connection with prestige Analysing the airline industry by Porter’s “Five Forces” I have stated: Big Player and/or Alliances fight a price war, often using a second brand (Buzz, etc.) Big Players have not identified and reacted on the change in environment Few structural changes to support the need of cost effectiveness und to bring them in line with new customer requirements Because of the very static picture I have supported that analysis by BCG strategic model: BCG's Strategic Enviroments Matrix Many Source of Advantage FRAGMENTED Airline Industry SPECIALIZATION 2nd brand for Budget Segment STALEMATE Budget Airlines VOLUME Few Small Size of Advantage Big Global airlines which come from the „Fragmented...
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...Unclassified Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development DAF/COMP(2014)14 06-Jun-2014 ___________________________________________________________________________________________ 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 .............................
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...Module 7 – Leadership and decision-making (13%) Leadership and ethics What is leadership? Identifying leadership attributes Transformational leadership Strategic Leadership The nature of strategic leadership The role of leaders in strategic thinking and decision-making The role of leaders in strategic analysis The role of leaders in setting direction The role of leaders in strategic formulation and selection The role of leaders in implementing strategy The Naked CEO Preview Leaders are required to develop the strategy, drive the change and align the organisation’s structure, resources and culture with the strategy. There are various viewpoints about what actually constitutes the leadership, the qualities required and its level of importance. The purpose of this module is not to present and analyse these arguments, but to provide a practical approach based on the transformational leadership that focuses specially on the role of strategy and strategic leadership. Irrespective of the approach taken to strategic leadership, there exists an important distinction between leadership and management. A leader is primarily involved in: setting direction, aligning and communicating, and inspiring and motivating. A manager is primarily in charge of: planning and budgeting, organising and staffing, and controlling and problem solving. Objectives You should be able to: (1) describe the role of ethics and corporate social responsibility in leadership; (2) identify and discuss...
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