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Strategic management and planning in airlines
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MKT364
Case Studies In Marketing Management
Assignment 2 - Group-Based Assignment
January 2014 Presentation
Done By:
Goh Yvonne B0903175
Hong Jieying Whynn J1270310
Patrick
Question 1
To analyse Singapore Airlines’ (SIA) capabilities, we have to look into the inside-out process of SIA that are the activities necessary to satisfy customer value requirement and also how they react with the ever changing environment.
Financial management
Since the founding in 1972, Singapore Airlines have delivered healthy financial returns and never post an annual loss. SIA have funds that are enough to pay its purchases of new aircraft while maintaining no debt for consecutive year. This reflects SIA strong financial management as compare to other airlines. SIA have also the ability to make investment that is aligning strategically rather than base on financial returns. Base on the case, SIA invested $700,000 to build a facility for food tasting under pressurizes condition so that their chef can better prepare the food in a high altitude condition.
Cost control
To maintain its fleet operation cost, SIA ensure their plane is always young. By having young fleet, mechanical failure will be minimize which cut down on takeoff delays. This will result more arrivals are on time and fewer flights are canceled. Furthermore, new planes are more fuel efficient and need less repair and maintenance. To achieve service excellence cost effectively, SIA always aim to reduce waste without compromising customer service. An example will be cabin crew take initiative to minimize cost by pouring the wine from whichever bottle is open unless customer request. Other cost control measures like engaged low-cost provider to support their bac...
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...nds and family and broadcast media. Marketers of the airline can then be able to target its marketing strategies more appropriately. With the development of the marketing strategy and product development, new products will undergo a process called testing. All products in the airline industry have to undergo various rounds of testing to ensure that the aircraft is safe to use and aircraft also have to meet specific guidelines in order for the aircraft to be launch. After all testing is done and aircraft is certified safe to use, management can start to commercial this new aircraft. Some commercialize methods that airline organizations uses are inviting prestige partners of the airline industries and etc. All the above processes aids to the successful planning of the new product and thus organizations can expect to succeed with proper planning.
Question 4
While the company business strategy may be working presently, over time, minute comparable financials, ease of product imitation, and multiple core competencies will send jetBlue aircrafts and business crashing. Currently, jetBlue defines themselves as cost leader competitors but also differentiates their service with a unique business model. Attempting too many competencies is both difficult and rarely successful. The solution to cease this integrated struggle involves perfecting one core competency and increasing support among investors to amplify market share and provide a dominant competitive edge.
Having a low cost of operations is one of the contributing factors to Southwest Airlines’ financial success. Such low cost model of the corporation is brought about by an effective strategy. Southwest uses only one type of aircraft – the fuel-efficient Boeing 737. This tactic keeps training and maintenance costs down. Moreover, the no-frills approach to customer service contributed to the low cost of operations for Southwest.
Is change going to keep Qantas in the air, or force them to the ground?
This paper analyzes the goals and actions of Boeing by analyzing its critical success factors as well as its strategic roadmap.
The Southwest Airlines company and its culture is one that is often cited in today 's business classes. The airline is widely known to be “different” compared to many of its competitors, a result of its founding values and strong corporate culture. This culture developed early in Southwest’s history and was deeply entrenched due to the competitiveness of the airline industry, as well as due to some of the pressures experienced as a result regulatory issues and stiff competition.
2.Price: A price must be set to add value to the consumer but also add revenue to the airline. Cost is considered the most volatile areas in the airline industry today; deregulation has forced pricing to become the major competitive variable. Like any industry supply and demand control the pricing elements of the ai...
Maintenance cost- Maintaining the old aircrafts is the biggest weakness for the airlines as they have to spend a huge amount on their maintenance by which their additional overhead cost raises.
Southwest Airlines has always proudly identified themselves as a low cost airline. They have successfully been able to incorporate Human Resource management, merger and acquisitions, financial performance and allocation of resources as part of their corporate strategy. When it comes to the meat and potatoes, Southwest Airlines has implemented a corporate value-creating strategy. Ultimately, because of this strategy, Southwest is surpassing its competitors and gaining a larger share of the market. Furthermore, this strategy is adding perceived value to its products and services by taking advantage of the economies of scope (Bradley, 2016). The airline’s business units can take advantage of their differentiation by lowering their cost structure. For example, Southwest Airlines 714 fleet consist of only one type of aircraft, the Boeing 737. The advantage of having one type of aircraft is extremely cost efficient as the airline only has to train mechanics to repair one type of aircraft and they only have to store parts for one type of aircraft therefore lowering overhead and human resources expenses which translates into lower fares to its passengers (Southwest,
Another internal challenge for Southwest Airlines is the conflicting management style and business operation with AirTran. On top of that, the external challenges such as the increase of competitions and gas prices are some of issues f...
to major airports but later it went down as PE try to grow faster and
AirAsia Berhad (AirAsia) is a leading Low-Cost Carrier in the Association of Southeast Asian Nations (ASEAN) region. AirAsia focuses on providing high-frequency services on short-haul domestic and international routes. The main goal of this paper is to analyse the business strategy of AirAsia as a low-cost airline. This paper aims to apply the management process of strategy and analyse the three levels of strategy by which AirAsia is able to maintain its reputation as the top Low-Cost Carrier (LCC) in Asia. This paper will then show how innovation is a key aspect in AirAsia’s strategy, and will finally consider the external environment framework in which AirAsia is succeeding.
Service is an intangible product involving a deed, performance or effort that cannot be stored or physically processed, were customers directly participate in the production process. Product strategy is therefore very vital for the organization's success. It needs to be developed and manage very careful in order to be successful. British Airways product strategy includes flight services, quality of flights, various destinations across Europe and the world, executive class, business class, speed, security, support facilities and years of experience. It provides the basic product and various alternatives to satisfy all the different customer needs.
The Singapore Airlines needs to thoroughly understand the plans being pursued by the British Airways, Cathay Pacific, and Virign Atlantic in improving the comfort and quality of service it provides to its customers. The Singapore Airlines needs to continue differentiate itself by examining the strengths/weaknesses, and key points of these and other competitive airlines.
Within the airline industry currently the airlines can be divided into low cost airlines and full service airlines. The low cost airlines targets customers that are seeking no frills connectivity between cities at low ticket prices. The full service airlines provide several add-ons like free meals, on plane entertainment, and communication facilities. The target market for full service airlines are customers who are willing to spend extra for the services that the airlines provides.
David Neelman realized his vision of creating an airlines company that is focused on customer service by starting JetBlue. During the startup phase or entrepreneurial stage, typically most of the companies go through the activities of marketing the service and /or product. But Neelman, perceptive of the industry needs, went about raising enough capital before starting JetBlue, as airlines industry is a capital intensive industry. His entrepreneurial style and previous experience enabled him to identify the core value of the service “To improve the passenger experience at a low cost” that he wanted JetBlue to provide. Neelman wanted to utilize technology to bring better customer experience at a low cost. Some of the technological activities that JetBlue planned include state-of-the-art revenue management system, paperless tickets etc. His in-depth experience enabled him to identify the external factors that would affect the business such as simple check-in and boarding process, hassle free ticketing procedures etc. This emphasized his knowledge of adapting to the ever changing customer needs. Neelman instilled the culture of...