BIRD’S EYE VIEW SWOT Analysis of easyJet easyJet is Europe’s leading low fares airline. Formed in 1995 by Sir Stelios Haji-Ioannou, it has grown rapidly to become Europe’s fourth largest airline by passengers carried. Sir Stelios has credited easyJet’s success to two strategic imperatives. The first was “sweating the assets”, that is making sure that the planes were as full as possible and flying as much as possible. The second was a sophisticated yield management system which would set an infinite
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prevailing market forces. 2. The theory of contestable markets is offered to identify the relevant market structure for the deregulated transportation environment. Explain the theory. ANS: Explanation is offered for the case of airline deregulation. For deregulation to work, its market structure must closely resemble pure competition. The airline industry appeared to be oligopolistic and would prevent new entrants. Some consensus did exist that the airline industry could perform competitively
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4 VISION AND MISSION 5 HISTORY 6 LOYALTY PROGRAM 6 FINANCIAL PERFORMANCE 9 FINANCIAL POSITION 9 FINANCING ACTIVITIES 11 EXTERNAL ENVIRONMENT 11 GENERAL ENVIRONMENT 12 EXTERNAL ENVIRONMENT ANALYSIS 41 INDUSTRY ENVIRONMENT ANALYSIS 44 1. Porter's 5 forces model 44 COMPETITOR ANALYSIS 65 INTERNAL ENVIRONMENT 68 COMPETITIVE ADVANTAGE 90 VALUE CHAIN ANALYSIS 92 IMPORTANT ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE
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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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performance JetBlue exists to provide superior service in every aspect of our customer’s air travel experience. According to our research, we have specified that the main issue for JetBlue in the aviation industry is competition. Since every firm in the industry is facing exactly the same forces, the main concern is: Is JetBlue going to survive? From detailed discussions in the classroom and readings from Strategic Management and Competitive Advantage we clearly know that at least two business
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CONFIDENTIAL EXPERT REPORT Research Study of the Civil Aviation Sector in India SUBMITTED TO: The Ministry of Corporate Affairs, Govt. of India, India SUBMITTED BY: Nathan Economic Consulting India Pvt. Ltd., India www.nathaninc.com January 24, 2012 CONFIDENTIAL Table of contents 1. 2. 3. 4. 5. Executive Summary ................................................................................................................................. 1 Introduction .............
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structure in which only one firm is the industry. The monopoly holds the power to set price and is protected against competition by barriers to entry. Its market power would be complete if it did not face the discipline of the market demand curve. Even a monopoly, however, must produce a product that people want and are willing to pay for. Most industries in the United States fall somewhere between these two extremes. In this chapter, we focus on two types of industries in which firms exercise some market
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its customers, employees, and the community. This paper will discuss how changes in technology have created business opportunities for Kudler; the generic strategy Kudler is pursuing and how Kudler management should constantly scan the fine foods industry for ideas that will allow it to update its strategy. Table of Contents Introduction……………………………………………………………….…..4 Technology and Business Opportunities……………………………………...4 Generic Business Strategy…………………………………………………….6 Multiple Business Strategies…………………………………………………
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of a decade: “Owners care,” a slogan communicating how the airline’s employee stock option package motivates participating WestJetters to go just a little bit further to please. WestJet’s philosophy of creating customer value is not based in its industry-leading turnaround times, modern fleet of planes, or even its competitively priced fares. Customer value stems from the core of a corporate culture, something only achievable when your people are engaged. In the words of Bob Cummings, executive vice-president
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Table 2 AirAsia and its competitors’ profile 5 4.0 MARKET POTENTIAL & MARKET ATTRACTIVENESS 8 Table 3: Market attractiveness from a macro perspective 8 Table 4: Market attractiveness from a micro perspective 9 Table 5: Porter’s Five Forces for AirAsia 9 5.0 SEGMENTATION, TARGETING AND POSITIONING ANALYSIS 11 5.1 Market Segmentation 11 Table 6: Market Segmentation of AirAsia 11 5.2 Target Market Profile 14 Table 7: Target Market Profile of AirAsia 14 5.3 Positioning
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