MARKETING TERM PAPER FOR [pic] AIRLINES: A MODEL OF EXCELLENCE IN THE CIVIL AVIATION INDUSTRY Table of Contents 1.0 INTRODUCTION 3 1.1 Company Background 3 1.2 Research Topic 5 2.0 ENVIRONMENTAL ANALYSIS 6 2.1 Political, Economic, Social and Technological Analysis 6 2.2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 7 2.3 Summary 9 3.0 SEGMENTATION, TARGET AND POSITIONING (STP) 10 4.0 PRODUCT, PRICE, PLACE AND PROMOTION (4Ps) 11
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STRATEGY PROCESS MODELS 1.0 STRATEGIC ANALYSIS Business Process And Operation Air Asia has fostered a dependency on Internet technology for its operational and strategic management, and provides an online ticket booking services to traveler online. The following shows the home page of Air Asia.com as the company key channel of marketing and sales. Exhibit 1 – Air Asia.com Home Page To book a flight with Air Asia, customers can either choose the following channels or simply visit the
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AIR ARABIA PJSC Highlights FIN 324 Research Report Date : RE Economic Impact: In 2010-2011, the Middle Eastern carrier traffic rose by 8.9% and the passenger traffic rose by 6% which shows that air travel has become the preferred method of transportation in this region. There was a rise in fuel prices by 36.6% compared to 2010 and the airline hedged 17% of its fuel consumption in 2011. According to IATA, International freight demand will grow at 4.9% in the Middle East, the strongest
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your costs down even further by realizing economies of scale. Of course, it's important to still maintain a healthy profit margin so the key here is to lower costs, not just prices. 2. Achieve product or service quality differentiation. Think about the hundreds of companies that have achieved such differentiation for themselves. Take L'Oreal, for example. Why have they used the slogan "I'm worth it" for so many years? And are there really any other crackers on grocery store shelves that have
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low-cost airlines that was originally developed by Southwest Airlines in the United States and subsequently employed with great success by European companies such as Ryanair and EasyJet. The case thus documents the successful application of a western business model in a previously unexploited Asian environment, and raises issues about knowledge transfer, and the sustainability of such a model in the face of increasing competition and market turbulence. In this way, this case raises issues of innovation
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TABLE OF CONTENT 1. Case Abstract 2 2. Statement of Vision and Mission (Actual) 3. External Audit: 6 i. The Five-Forces Model of Competition 7 ii. Competitive Profile Matrix (CPM) 10 iii. External Factor Evaluation Matrix (EFE) 11 iv. BCG Matrix 12 4. Internal Audit: 15 a) Financial Ratio Analysis 15 b) Internal Factor Evaluation
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* Table of Content * * * Introduction………………………………………………………………………………………2 * Assessment of business case……………………………………………………………………..3 * Low Cost Business Model………………………………………………………………………. 3 * Organizational Structure………………………………………………………………………..5
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STAG TOURISM IN CENTRAL AND EASTERN EUROPE STAG TOURISM IN EASTERN EUROPE STAG TOURISM IN CENTRAL AND EASTERN EUROPE Table of contents. 1. Introduction…………………………………………………………………………………… 2 2. Problem Statement…………………………………………………………………………...2 3. Methodology. …………………………………………………………………………………..3 4. Findings…………………………………………………………………………………………...5 5. Stag Tourism Destination as Place……………………………………………………. 6 6. Stag Tourism Destination as Space…………………………………………………….9 7. Advantages and Disadvantages………………………………………………………
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Statements of cash flows for the years ended 31 March 2012 £m Cash flows from operating activities Profit, after interest, before taxation Adjustments for: Depreciation Interest expense Increase in inventories Increase in trade receivables Increase in trade payables Cash generated from operations Interest paid Taxation paid Dividend paid Net cash from/(used in) operating activities Cash flows from investing activities Payments to acquire property, plant and equipment Net cash used in investing activities
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2013), PP 11-17 www.iosrjournals.org Porter’s Generic Competitive Strategies Ritika Tanwar Assistant Professor Department of Commerce Dyal Singh College (M) Delhi University Abstract Generic Competitive Strategy: Basically, strategy is about two things: deciding where you want your business to go, and deciding how to get there. A more complete definition is based on competitive advantage, the object of most corporate strategy: “Competitive advantage grows out of value a firm is able to
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