05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day,
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Airline Cost Performance IATA ECONOMICS BRIEFING No 5 An analysis of the cost base of leading network airlines versus no-frills, low-cost airlines (LCCs) IATA Economics Briefing No 5: AIRLINE COST PERFORMANCE Mark Smyth Brian Pearce IATA, July 2006 Contents 00 Executive Summary 01 Introduction 02 The Low-Cost Challenge 03 Airline Cost Performance for US Airlines 04 Airline Cost Performance for European Airlines 05 Airline Cost Performance in Asia and South America
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Contents Introduction 2 General information 2 Baggage handling 4 Passenger terminal operations 5 Airport security 6 Cargo operations 7 Airport technical services 8 Air traffic control 8 Aircraft scheduling 9 Airport emergency services 9 Airport access 10 Infrastructure 12 Regular flights 14 Operational management 15 Connecting transport 15 Conclusion 16 Reference list 17 Appendix 18 Introduction The airport is located 10km east of Dortmund, Germany and sine 2006 its original
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day
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improving both labor and aircraft productivity. Ryanair’s Chief Executive, Michael O’Leary’s, once claimed that “Low-cost airlines are the new Europe». This seems to have been amply proved by the tremendous impact LCC have had on Europe. Ryanair and easyJet are the leading low cost players owning around 50% of the share in the European LCC market. Ryanair is an Irish airline headquartered in Dublin. Its biggest operational base, however, is at London Stansted Airport. It is Europe’s largest low-cost
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British Airways Carolyn Shepherd Dr. Neil Mathur BUS620: Managerial Marketing November 28, 2011 British Airways Summary of the Marketing Plan This report details a marketing plan for a full-service airline British Airlines. The marketing plan will address the class of consumers who prefer to use full-service accommodations. The marketing plan will use many of the market strategies, such as advertising
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possibly there will be technological improvements as well. For example, the aviation industry in Europe has gone through a process of deregulation and this has led to the proliferation of many private airlines, including budget airlines (such as Easyjet, Ryanair, Monarch, BMI, Thomas Cook, FlyTui). This has increased the level of competitiveness in this industry and thus, reducing the cost (or improving the services) for consumers. Evaluation 1 There is an increase in the external cost. For example
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both labor and aircraft productivity. Ryanair’s Chief Executive, Michael O’Leary’s, once claimed that “Low-cost airlines are the new Europe». This seems to have been amply proved by the tremendous im-pact LCC have had on Europe. Ryanair and easyJet are the leading low cost players ow-ning around 50% of the share in the European LCC mar-ket. Ryanair is an Irish airline headquartered in Dublin. Its biggest operational base, however, is at London Stansted Airport. It is Europe’s largest low-cost
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INTRODUCTION Background in Brief Ryanair was established by the Ryan family with a staff of 25. Its first route was launched in 1985 with a 15-seat aircraft ferrying passengers between Waterford in Ireland and London. In 1986, Ryanair launched its route from 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
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easyGroup easyInternetcafé Ltd. (www.easyinternetcafe.com) was part of the easyGroup (www.easygroup.co.uk), founded and promoted by the well-renowned Greek entrepreneur Stelios Haji-Ioannou (www.stelios.com). Other companies in the group included easyJet, easyCar, easyCinema, easy.com, easyMoney and easyValue. He was also in the process of launching new companies such as easyBus, easyPizza, easyCruise, and easyDorm. Stelios called himself a serial entrepreneur. He acted as a venture capitalist
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