serving highly populated major areas and cities by being the first Low-Cost Carrier (LCC) to do so by the addition of new routes to the destinations that are frequented by its targeted market. Unlike any conventional LCC which aims to only make air travel more accessible and more affordable to their target market by taking away all of the frills & entertainment on board to cut cost. Jetstar Asia employs a modified Low-Cost Carrier model which not only offered low fares by cutting away as much frills &
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its operations into another ten countries. In addition, through its associate company AsiaX, it launched long-haul low-cost air services from Malaysia to Australia and the United Kingdom.This paper will look at the award winning Malaysian low cost carrier- AirAsia’s by analyzing its
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a conclusion can be drawn that will identify the most important and profitable principles of customer service and describe how to successfully integrate the findings into the operations. The level of customer service varies from airline carrier to airline carrier. Some airlines, such as Southwest,
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articulate the need to refine its current positioning to regain consumer confidence and grow market share. Overview Formed in 1998, Jet Blue (ticker: JBLU) began commercial air travel operations in February, 2000. Designated as an LCC (“Low Cost Carrier”), it did not launch as a typical no-comfort airline. In reality, Jet Blue was seen as a “value player” (Barney & Hesterly. Strategic Management and Competitive Advantage. Pg. 162). As a new entrant in a mature industry, Jet Blue used specific resources
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one umbrella,'' said an airline expert and investor. History is not on Mallya's side. Full-service carriers and low-cost carriers (LCC) belong to separate worlds, and their DNAs seldom match. Whenever they have tried to merge or work together under one umbrella, they have nearly failed. It happened when British Airways tied up with budget carrier Go, and when Delta Air acquired budget carrier Song. This, despite the fact that these were subsidiaries, whose operations were independently managed
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Dublin to London to challenge British Airways and Aer Lingus, the two dominant airline carriers on that route, by offering fares at lower prices. With two routes in operation, Ryanair carried 82,000 passengers in its first full year of operation. By 1993 Ryanair has carried over 1 million passengers. In 1995 Ryanair overtook Aer Lingus and British Airways to become the biggest international scheduled route carrier in Europe. The Organization Today Ryanair now operates more than 1,500 flights
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affordable. But today that kind of thinking seems so 20th century. Before buying any long-distance train or bus ticket, it's smart to first check the cost of a flight — you might be surprised. The proliferation of extremely competitive discount carriers has revolutionized European-itinerary planning and turned vagabonds into jetsetters. Because you can make hops just about anywhere on the Continent for roughly $100 a flight, deciding where to go is now mostly just a question of following your travel
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How Airlines Compete William M. Swan July 2002 Abstract Airlines compete in city-pair markets. Each airline in the market plans a schedule of departure times and offers a series of fares. The minimum level of complication must deal with both time-of-day and at least two types of fares. Where customers find both needs met by both airlines, they choose based on secondary characteristics of the competitors, which we call quality. This simple model of the demand side leads to some compelling
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Airline industry Indian Airline Industry Management Economics P a ge |1 Airline industry A Project report on INDIAN AIRLINE INDUSTRY Submitted on 13Oct2012 in partial fulfillment for the requirement of the subject "Managerial Economics” during academic course of PGDM-Executive 2012-13. Submitted by Abhas Desai(06) Bharat Dalvi (05) Nitin Palve (19) Prasad Babu (10) Arjun Singh (04) Ravi Sastry (22) Vivek Misra (16) Guide: Prof. J Bhargavi K.J.Somaiya Institute of Management
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EasyJet: the web's favorite airline The case pertains to the growth and sustenance of EasyJet airlines, a low-cost carrier operating in the European skies. EasyJet’s concentration has so far been on low-cost airline services to the masses, and although it faces competition from other low-cost carriers as well as major carriers, it has been able to successfully sustain its business and turn around an initial loss into profits of £2,318,938 [exhibit 2]. EasyJet’s value proposition has been to offer
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