change within the workforce. For a premium, semi-luxurious airline such as BA, low global economic growth otherwise described by the former BA CEO, Willie Walsh as the “harshest environment the airline had ever faced” (Walsh, 2009) resulted in a dampening demand for airline travel. Therefore customers including business travelling customers who were known as BA’s traditional core customer, their loyalty switched towards low-cost airlines such as Ryanair and Flybe, who remained competitors to BA through
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the strategic management and decisions taken on Air India over a period of time? (Criteria 1.1 Explain the link between strategic management and leadership) Next page 1.1.1 The Initial Surge • The airline made a net profit of US$2 million and increased revenue by 15% in the 2005 financial year. This success initially showed how Air India was flourishing in the earlier years under the Indian Government. • They were following the Trait Theory and the
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| |Re: Challenges of managing an Airline | |Date: Sunday, April 5, 2014 | |A challenge of managing the business of an airline which are categorized by high fixed costs are, keeping opportunity costs low while remaining
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cheaper alternatives. However, they pose no serious threats to the airline company because air transport is still considered as the faster and most effective way to reach a destination. Nevertheless, with rapid advancements in technology, new and better modes of transport may gradually emerge as better alternatives to aircrafts. It is easy to switch to substitutes. There are about other low cost airlines competing in the industry. The airlines serve over one hundred cities and islands across the sub-continental
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Limited (Qantas). It is regarded as one of Australia’s strongest brands and worlds’ leading long distance airline nationally and internationally. Qantas’ business is mainly constructed by the transportation of customers using both their airline brands Qantas and Jetstar as well as operating in other subsidiaries such as Q catering, frequent flyer, freight enterprises as well as other airlines (Qantas, 2013). It employs 33,000 people with 93 per cent of these employees being based in Australia (Qantas
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employess Leader in Bhutan by following sectors: Retail, Construction, Banking, Chemicals, Export, Carpet, Automotive, Telecom, Hotel, Beverages and Air Travel. Tashi Air – Key Figures • • • • • • • • Founded December 2011 official name Bhutan Airlines Bhutan’s first private
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------------------------------------------------- WESTERN GOVERNORS UNIVERSITY ------------------------------------------------- Submittal Cover Sheet ------------------------------------------------- ------------------------------------------------- Date: 7-21-2015 ------------------------------------------------- Student Name: ------------------------------------------------- Student ID Number: ------------------------------------------------- Student Degree Program: BS-IT
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to return to profitability. The airline on Thursday reported a Sh25.7 billion after-tax loss, which saw it sink into a Sh5.9 billion negative capital position. “Kenya Airways needs new funds in the region of Sh80 billion to Sh100 billion,” said Eric Musau, an analyst at SIB. Treasury secretary Henry Rotich, whose ministry has a seat on the KQ board, said at the weekend that a plan was underway to inject up to Sh60 billion into the company. The airline also announced last week that it had
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past 5 years, MRO industry steadily climbed out of the recession. Following the recession , improved economic condition of the country and people led to air travel being active again since domestic/international business being revived. As a result, airlines increased the number of their fleets which will need mandatory checkups leading to increased demand for industry services. Therefore, in the 5 years to 2014, the industries revenue is
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Analysis……………………………………………………… 8 Current Transformation……………………………………………. 9 Industry Estimations…………………………………………………. 11 The Indian Advantage- The Four Big Prospects…………. 13 Evolution of the Indian Aviation Sector…………………….. 15 Strategic Grouping of Six Major Airlines……………………. 16 Six Major airports……………………………………………………… 16 Passenger traffic……………………………………………………….. 17 Freight traffic…………………………………………………………….. 18 Aircraft movement…………………………………………………….. 19 Private Sector players………………………………………………… 19 Airports-
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