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Adaptive Business-Level Strategies in Airlines, 2004.
A case study of Southwest Airlines and Lauda Air.
1,778 words (approx. 7.1 pages), 20 sources, MLA, $ 57.95
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Abstract
This paper examines the link between two airlines - Southwest Airlines and Lauda Air and the business-level adaptive strategy model originally conceived by Miles and Snow. It positions the two airlines within the model, stating their strategic characteristics as a defender, prospector or analyser. Comparisons are made between the styles and products of the two airlines. The benefits of using benchmarking principles to improve financial and commercial performance is also discussed.
Outline
The Miles and Snow Typolopgy
The Defender
The Prospector
The Analyser
Southwest Airlines
A Cut-Price Airline
Robbins' (1994) Evaluation of Southwest
Benchmarking Southwest's Performance
Lauda Air
An Innovative Carrier
Driving the Future
Benchmarking Lauda Air's Performance
Conclusion
From the Paper
"The defender strategy is generally used by businesses in a stable, established industry environment, or an environment viewed as that by the company. Defenders pursue permanence and strength by focussing on a specific product for a specific market. Businesses using this type of strategy act aggressively to defend their product, preventing new competition to penetrate their niche market (Robbins, et. al., 1997). Defenders are often ignorant towards industry developments, primarily focussing on their own product and improving it's own efficiency. Therefore, defenders are subject to minimal growth and innovation, but increased efficiency."
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Delta Airlines Strategic Analysis, 2005.
An analysis of Delta Air Lines and its international strategic alliances.
2,121 words (approx. 8.5 pages), 8 sources, APA, $ 66.95
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Abstract
Today, Delta Air Lines, Inc. is an air carrier that provides scheduled air transportation for passengers and cargo throughout the United States and around the world. To identify Delta's overall domestic and global strategies to maintain and increase its market share, this paper provides a brief company profile for Delta and a current problem that has adversely affected the company's performance, followed by an assessment of a potential solution for the company's predicament today and in the future. A summary of the research is provided in the conclusion.
From the Paper
"As early as mid-1999, though, Delta was already targeting foreign airlines for strategic alliances. For instance, in an article entitled, "Air France to Set up Alliance with U.S. Delta Airlines," it was reported that France's national carrier Air France announced intentions to establish a strategic partnership with the U.S. Delta Airlines pursuant to both airlines' intentions to expand into a global marketplace by establishing alliances with other air companies. This move also involved Delta disengaging itself from its relationship with Swissair, Sabena and Austrian Airlines -- a move that was not without controversy."
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Regulation of International Air Travel, 2005.
An examination of the Treaty on Open Skies, which encourages the regulation of international air travel.
2,014 words (approx. 8.1 pages), 4 sources, APA, $ 63.95
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Abstract
The Treaty on Open Skies establishes a regime of unarmed, aerial observation flights over the entire territory of its participants. This paper explains how the treaty is designed to enhance mutual understanding and confidence by giving all participants, regardless of size, a direct role in gathering information about military forces and activities of concern to them. It points out that Open Skies is the most wide-ranging international effort to date to promote openness and transparency of military forces and activities.
From the Paper
"Regulation of international air travel The Treaty on Open Skies establishes a regime of unarmed aerial observation flights over the entire territory of its participants. The treaty is designed to enhance mutual understanding and confidence by giving all participants, regardless of size, a direct role in gathering information about military forces and activities of concern to them. Open Skies is the most wide-ranging international effort to date to promote openness and transparency of military forces and activities."
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Federal Aviation Administration, 2005.
This paper explores the detailed duties of the Federal Aviation Administration and its evolution over time.
2,000 words (approx. 8.0 pages), 10 sources, MLA, $ 63.95
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Abstract
Established in 1958, the Federal Aviation Administration has grown from a largely unorganized regulatory agency to overseeing the safety of civil aviation and the nation's largest air traffic control system. This paper examines how it has grown into one of the most powerful agencies in the government today and, in light of the recent terrorist attacks, is now federally regulating many recently privatized aspects of civil aviation.
From the Paper
"The Federal Aviation Administration (FAA) was created in 1958 under the Federal Aviation Act to oversee and promote civil aviation safety. However, the Air Commerce Act of 1926 set the stage for a federally-overseen aviation system, mainly as a method of ensuring safety standards, and was "the cornerstone of the Federal government's regulation of civil aviation." (FAA.gov). Its early responsibilities focused mainly on setting safety standards, and "for licensing virtually everything related to aerospace" (Tyson 2). Until its designation as the Federal Aviation Agency in 1958, the agency took on an expanding role in overseeing the progression of civil aviation. As times changed, and technology made new innovations possible, the government recognized a need for a more central agency to regulate civil aviation. In 1966, the Department of Transportation was created, and the Federal Aviation Administration was included in this new department. Many important events took place in the following decade. These included the creation of a semi-automated air traffic control system, which allowed controllers to determine the speed and location of aircraft. The Airline Deregulation Act of 1978 gave way to increased competition, and saw the need for a more efficient system to combat the increased growth. The National Airspace System was created in 1982 as a way to address this problem by improving many aspects of the current system. The last twenty years have seen technology make notable impacts on the airspace system, and the terrorist attacks of September 11, 2001 spurred major regulations, including the creation of a Transportation Security Administration that overtook primary responsibility for the system. As its mission statement reads, "Our mission is to provide the safest, most efficient aerospace system in the world." (FAA.gov)."
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American Airlines Today, 2003.
A strategic analysis of American Airlines and its competitors today.
3,922 words (approx. 15.7 pages), 14 sources, APA, $ 106.95
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Abstract
This paper examines the driving forces in the aviation industry, including a SWOT analysis and Porter's Five Forces analysis of the company's major competitors, followed by a discussion and summary of the research in the conclusion.
From the Paper
"Competition in the aviation industry has always been a driving force for progress in America. Originally known as Aviation Corporation, the company that emerged from the 20th century mergers and acquisitions was American Airlines. As a result of the attacks of September 11, 2001, though, this company, the U.S. government, as well as the traveling public are all demanding tighter security at the nation's airports. While the problems with security recently highlighted by various industry analysts are not new, they have been the focus of a much more urgent debate since the country is virtually at war, both politically and economically. These attacks have hammered the aviation industry in the United States to the extent they may not recover, even in the long-term, without much more assistance from both the federal government as well as an immediate increase in the number of passengers being carried."
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Boeing and Lockheed, 2005.
An overview of the aerospace industry and how the two major companies, Boeing and Lockheed, dominate this industry.
6,454 words (approx. 25.8 pages), 8 sources, APA, $ 149.95
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Abstract
This paper compares the focus, mission, challenges, and business practices of the two dominating aerospace companies, Boeing and Lockheed Martin. The paper takes a look at external and internal influences on the companies, their strengths and weaknesses, their public images, and the public's overall image of the aerospace industry. Finally, the paper includes recommendations for the future for improving the aerospace industry, in general, and for improving companies like Boeing and Lockheed Martin, in particular.
Brief History
Mission
Recent Growth
Industry Trends
External Environment
Data
Agencies Affecting Industry
Society's Outlook
Group Recommendation
Conclusion
From the Paper
"Lockheed Martin is a large global organization that specializes in providing advanced technology and services to government and private clients. The culture of the company reflects an established willingness to work closely with the customer to provide solutions, and often customer needs are portrayed as being the same along lines of
company policy. The company is seen by many to be an industry leader that provides its customers with new technological directions. In this way, Lockheed Martin appears to be embracing what many see as the future of business in the twenty-first century by demonstrating that it is closely aligned with and attuned to customer needs; that is, the
company has a reputation of putting the customer first and working with the customer in a way that is organic and progressive. The company provides what is generally construed to be a positive atmosphere in which teamwork is encouraged within a framework of effective leadership."
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Aviation Industry in Shadow of Terror, 2002.
An examination of the aviation industry before and after September 11, 2001.
3,665 words (approx. 14.7 pages), 10 sources, MLA, $ 101.95
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Abstract
This paper provides an analysis of the state of the aviation industry before and after 9-11. The paper begins by providing a brief description of the industry before the attack and proceeds to look at the affects of the terrorist attacks on the industry. Issues discussed include tighter passenger security, a slump in aviation travel, and questions of cockpit security.
From the Paper
"As a result of the attacks of September 11, 2001, the U.S. government and traveling public are demanding tighter security at the nation?s airports. While the problems with security recently highlighted by various industry analysts are by no means new, they have been the focus of a much more urgent debate since the country is virtually at war, both politically and economically. These attacks horsewhipped the air industry in the United States to the extent they may not recover, even in the long-term, without much more assistance from both the federal government as well as an immediate increase in the number of passengers being carried. There is no question that safety measures substantially contribute to the costs of airline operations, but the cost of safety only begins with the purchase price of a ticket by a passenger. However, it is not possible to gauge the worth of a human life in terms of dollars, and those who would trust their lives to experienced pilots and proven aircraft need to be assured that their choice to fly was a prudent one."
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British Airways, 2004.
A detailed marketing communications plan for British Airways European Passenger Business. It includes up-to-date situational analysis (PEST and SWOT), aims and objectives and a strategy for achieving results.
3,750 words (approx. 15.0 pages), 11 sources, MLA, $ 103.95
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Abstract
This paper outlines a marketing plan for the European Passenger Business of British Airways (BA). BA's communications strategy to date is reviewed and new objectives and targets to be achieved over the next year are set, in order to increase brand awareness and a loyal customer base. BA's current situation and strategy is analysed and the key problems and areas of weakness that need to be addressed are identified.
From the Paper
"However, events over the past three years (both internal and external) have hit profit margins and damaged the brand?s reputation and image, which have impacted sales. The Future Size and Shape plan was developed and implemented in 2002 to restructure the business and reduce costs, in order to achieve profits. Associated reductions in employee numbers amount to around 15,000. However, employee dissatisfaction has grown, with unions threatening strike action on an annual basis (August bank holiday weekend 2003 and 2004). Most recently this culminated in 100 flights being cancelled at Heathrow, partly due to staff shortages, which was estimated to have cost BA ?10m. Press coverage has been highly negative ? partly fuelled by BA?s poorly planned compensation offer (free flights to some employees, whilst customers have to apply for their money back). BA?s share price (see figure 1) has been affected by these developments, in addition to external factors such as fuel price rises."
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Airline Industry Forecast, 2005.
An overview of the airline industry, including a SWOTT analysis and projections for the future.
4,300 words (approx. 17.2 pages), 20 sources, APA, $ 113.95
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Abstract
This paper is based on the airline industry and discusses a brief history of this industry, an industry overview, and a SWOTT (Strengths, Weaknesses, Opportunities, Threats, and Trends) analysis of the industry. It also addresses the impact of real Gross Domestic Product (GDP), the unemployment rate, and the inflation rate as measured by the consumer price index (CPI). The paper includes three economic indicators.
History of the Industry
Industry Overview
SWOTT
Gross Domestic Product
Unemployment Rate
Inflation Rate
Economic Indicators
In-depth Analysis
Final Recommendations
From the Paper
"Business travel still plays a significant role in the airline industry. Although many advents in business communications technology have evolved, something remains to be said about the quality and quantity of business conducted in face-to-face meetings. Competition for business travelers is intense with legacy carriers and low-cost carriers vying for revenue. Today, the financial benefit is in the business community?s favor although it is expected that in late 2005 excess capacity consumption will allow the airlines to begin charging higher fares (National Business Travel Association)."
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Regional Jets and the Aviation Industry, 2003.
An analysis of the cost factors and controversies associated with regional jets in the aviation industry today.
3,764 words (approx. 15.1 pages), 10 sources, APA, $ 103.95
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Abstract
This paper examines how the future for regional jet service in the United States and abroad appears to be very bright and how regional passenger jets, defined as jet planes seating between 25 and 110 passengers, are becoming increasingly popular alternatives to the turbo-prop ?puddle-jumper? aircraft businesspeople have come to associate with commuter flights in smaller markets. It provides an overview and background of regional jets, the associated cost factors and controversies, an assessment of the potential impact of the identified alternatives, and the sell-offs of regional carriers by the major carrier owners.
From the Paper
"As a result of their increasing popularity, regional jets have also created their share of controversies, including claims these types of aircraft are clogging the nation?s already stressed airports and issues concerning equitable pay rates for regional jet pilots compared to their mainstream aviation counterparts. ?Some say regional jets are jamming the system, but that's not true,? says Faye Malarkey, a legislative director for the Regional Airline Association (RAA). Rather, Malarkey says that regional jets are ?part of the solution? (Arnoult, 2000, p. 67). Likewise, the President of the RAA, Deborah McElroy says, ?We think that they are making regional jets a scapegoat. That's not appropriate. regional jets are added because that's what the passengers want? (Arnoult, 2000, p. 67). "
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Airbus, 2004.
A look at the strategic issues and options facing the Airbus organization.
3,182 words (approx. 12.7 pages), 11 sources, MLA, $ 92.95
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Abstract
This paper outlines the business strategy of Airbus that has allowed it to become the successful aircraft business that it is today. The paper points to Airbus's focus on international customer support, the development of a corporate culture, and its focus on technological developments as the main reasons for its competitive edge and success in the aircraft engineering market.
Brief Introduction to Airbus
Activities in Globe
Technological Developments
Strategic Analysis and Expansion Opportunities
Conclusion
From the Paper
"Airbus entered the aircraft engineering market approximately 30 years ago. Their first aircraft was the A300 wide-bodied airliner, with the capacity for 226 passengers, being the first to offer exactly the facilities stipulated by the airlines. Within the market of annual profits exceeding $527 million in 2000, out of which 72% came directly form passenger flight revenues, such an innovation had provided to be extensively demanded. As a consequence, the newly developing company had benefited from tremendous growth over a significant period of time, where by in year 2003, Airbus had a turnover of 19.3 Billion Euros."
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