Compare and contrast the companies' respective approaches to developing competitive advantage. Harley Davidson advantage The Harley-Davidson brand is perhaps the most important and valuable aspect to the firms SCA. The brand is heavily used and widely recognized; all told the HD brand was ranked as the 41st most valuable brand in 2003. Further the brand has been described as “self-reinforcing” thus representing that customers, both past and present often return for additional purchases (accessories
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Since its inception more than 12 years ago, JetBlue has undergone a fundamental shift in its business model to become one of the few carriers to achieve true hybrid status: low fares with frills. It has firmly entrenched itself in luring business travellers through a small corporate sales force and built up its network in Boston to largely cater to the more lucrative corporate traveller. This shift in strategy was primarily undertaken to even out the dramatic peaks and troughs JetBlue experienced
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Situational Analysis: Snuggie infomercial began airing on U.S television in October 2008. Since its launch, social networks became a massive conduit of free advertisement which created awareness of this specific product. As you can see from exhibit 1, Getsnuggie.com increased traffic in approximately 169,000 unique visitors (338% growth) from October to November. We have seen that few weeks after the TV infomercial was lunched, the product became viral via social media channels such as YouTube which
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Introduction Air Asia has successfully been xpositioned itself in the market as one of the leaders in the airline industry in Asia with its technical strategies. It has a route network that spans through over 20 countries and is one of the low cost aviation services in Asia. The Business level strategy adopted by air Asia is cost leadership strategy. To gain its market share they focused on specific markets like domestic services, short and long haul regional services and selling their products
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security concerns that need to be addressed when talking about common networks that are used on board an airplane or in this case a passenger plane. These systems can be affected in many different ways which could really cause some problems for the airline and even for the passengers themselves. However, if all of the necessary safeguards are put into place, then nobody should have to worry about whether their network is safe or if it is at risk. The benefits for using a common network are pretty straightforward
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What is Ryanair’s strategy and why has it been successful so far? To survive in the highly competitive business, the firm should be position itself uniquely. In 1991, European still didn’t have a low-cost airline. Since the airfare is pretty high, only the upper-class that can afford the pricy ticket can accessible to this service. Ryanair’s strategy is to capture the middle-class customer, which are price sensitive, by lower the airfare to get more customer. Ryanair is also the first one who
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company: | Qantas Airways Limited | | | Address: | 10 Bourke Road, Mascot, New South Wales 2020, Australia | Tel: | +61 (02) 9691 3636 | Fax: | +61 (02) 9490 1888 | www: | www.qantas.com | Activities: | Operator of a scheduled airline, a low cost carrier, air freight carriers and a loyalty programme | Source: Euromonitor International from Australian Stock Exchange, Qantas Annual Report Summary 2 Qantas Airways Limited: Operational Indicators | 2011 | 2012 | 2013 | | |
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has chosen is Air Asia Airlines. Air Asia has been successful low cost carrier in operating in Asia region for these past few years and IT is one the major enables for the Air Asia’s low cost business model. Every single primary activity is supported by specific information technologies, for example, utilization of Computer Reservation System (CRS) and Yield Management System (YMS) are critical in the aviation Industry. Besides that, without employing these systems, no airline including AirAsia can
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THE AIRLINE INDUSTRY: Trends, Challenges, Strategies John Wensveen, Ph.D. Dean, School of Aviation Dowling College New York, USA www.dowling.edu President, Airline Visions www.airlinevisions.com The University of Sydney Faculty of Economics and Business Leadership and Policy Seminar Series Sydney, Australia 23 February 2010 Presentation Objectives • Provide background on the global industry • Present a regional analysis • Discuss current and future evolvement of the industry (trends) • Discuss
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Ryanair – The low fares airline: Whither now? Main Problems Ryanair’s growth rate is affected by macroeconomic factors such as the recession, as seen in 2010 when Ryanair saw a 200% increase in profit and traffic growth, as the low fares became attractive for those suffering from the current climate. Uncertainty still remains regarding the economic climate; problems would arise if it continued, as passengers would reduce spending restricting the company’s passenger volume growth. If the economic
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