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Author: Sandy Katrin Schmidt
Publisher: GRIN Verlag
ISBN: 3638040666
Category : Business & Economics
Languages : en
Pages : 22
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Book Description
Seminar paper from the year 2008 in the subject Business economics - Operations Research, grade: 1st - 76 % , University of Lincoln, language: English, abstract: This paper aims to investigate in the limitations and benefits of the strategic group model in relation to the appliance of the model to the European airline industry. Therefore, the first part will shortly summarize the model including issues concerning the appliance as well as advantages. The second part will than have a short look at current trends and factors driving the industry. This will be followed by the appliance of the model to the chosen industry while plotting the 22 investigated enterprises within strategic group maps each showing the interrelation of two chosen criteria. Finally, the model will be critical evaluated concluding in giving evidences about the overall value of the model.
Author: Sandy Katrin Schmidt
Publisher: GRIN Verlag
ISBN: 3638040666
Category : Business & Economics
Languages : en
Pages : 22
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Book Description
Seminar paper from the year 2008 in the subject Business economics - Operations Research, grade: 1st - 76 % , University of Lincoln, language: English, abstract: This paper aims to investigate in the limitations and benefits of the strategic group model in relation to the appliance of the model to the European airline industry. Therefore, the first part will shortly summarize the model including issues concerning the appliance as well as advantages. The second part will than have a short look at current trends and factors driving the industry. This will be followed by the appliance of the model to the chosen industry while plotting the 22 investigated enterprises within strategic group maps each showing the interrelation of two chosen criteria. Finally, the model will be critical evaluated concluding in giving evidences about the overall value of the model.
Author: Sandy Katrin Schmidt
Publisher: GRIN Verlag
ISBN: 3638937038
Category : Business & Economics
Languages : en
Pages : 49
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Book Description
Seminar paper from the year 2008 in the subject Business economics - Operations Research, grade: 1st - 76 %, University of Lincoln, 44 entries in the bibliography, language: English, abstract: This paper aims to investigate in the limitations and benefits of the strategic group model in relation to the appliance of the model to the European airline industry. Therefore, the first part will shortly summarize the model including issues concerning the appliance as well as advantages. The second part will than have a short look at current trends and factors driving the industry. This will be followed by the appliance of the model to the chosen industry while plotting the 22 investigated enterprises within strategic group maps each showing the interrelation of two chosen criteria. Finally, the model will be critical evaluated concluding in giving evidences about the overall value of the model.
Author: Nathalie Brulebois
Publisher:
ISBN:
Category : Airlines
Languages : en
Pages : 268
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Book Description
Author: Erik Somssich
Publisher: GRIN Verlag
ISBN: 3668426538
Category : Business & Economics
Languages : en
Pages : 28
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Book Description
Seminar paper from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Cologne, course: Strategic Corporate Management, language: English, abstract: The purpose of this assignment was to analyse the Lufthansa Group's new strategy, evaluate the opportunities and the weaknesses of this concept, and to develop further recommendations for action.
Author: Peter Model
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
Author: David A. Aaker
Publisher: John Wiley & Sons
ISBN: 0470689757
Category : Business & Economics
Languages : en
Pages : 369
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Book Description
Suitable for all business students studying strategy and marketing courses in the UK and in Europe, this text also looks at important issues such as the financial aspects of marketing.
Author: Maxim Lachmann
Publisher: GRIN Verlag
ISBN: 366814138X
Category : Business & Economics
Languages : en
Pages : 30
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Book Description
Seminar paper from the year 2015 in the subject Business economics - Operations Research, grade: 1,7, , language: English, abstract: The aviation industry has changed in the recent years rapidly. Twenty to thirty years ago the aviation was too expensive for the most people and a network of international air connections often did not exist. Nowadays the aviation belongs almost to an everyday business, whether professionally or privately. At the end of the 70s there was an air traffic revolution, the concept of the low cost carrier (LCC) started. The LCC is a provider of the basic products, such as low service on board, seat comfort and free baggage drop off. 1 The first LCC was the southwest airlines from the USA. Up to the 90s Southwest offered LCC connection in US; without competitors in this business area. In 1990 the Irish airline Ryanair was founded and was the first LCC in the European (EU) area. The airlines are facing new challenges: more clientele, more fair flight prices in comparison to the competition and in addition high margins. For a long time such scheduled airlines like LH Group, KLM- Air France and British Airways-Iberia were the representative airlines in the EU. People have spent a lot of money for having a full service on Board (luggage, food, etc.) and were often dissatisfied about constantly rising prices for the flight tickets. With the origin of LCC, the market has changed enormously. Yearly scheduled airlines announce customer decline and decreasing profits. What is the reason for that? Are the LCC responsible for it? Do the scheduled airlines have to rethink their strategies to be still competitive in the market?
Author: Leon E. Pennington
Publisher:
ISBN:
Category : Airlines
Languages : en
Pages : 246
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Book Description
"This paper began with a brief history of the development of the airplane and the airline industry in the United States and Europe. Use of aircraft for mail delivery and passenger travel was discussed as well as political environments and stages of development which led to the emergence of airlines themselves. As airlines developed and international travel became common, international political considerations of this activity were examined. This activity impacted the development of use of strategic alliances in the airline industry. Market-based economics were discussed, and the permitted level of cooperative effort among the airlines was examined from a historical and current point of view. To determine the impact of strategic alliances in the air transport industry, a detailed examination of the structure and operational aspects of two member airlines in a newly formed alliance was conducted using historical and current information from industry sources in English and French. Each member airline, Delta Air Lines, and Air France, was examined with comparative reasoning in order to evaluate their operations in a standardized fashion. The analysis chapter, an evaluation of the effectiveness of the strategic alliances the member airlines had formed, was conducted using objective, industry-wide criteria. This analysis led to a conclusion that strategic alliances in the air transport industry are beneficial and essential to provide an Anywhere to Everywhere service to customers."--Abstract
Author: Miriam Mennen
Publisher: GRIN Verlag
ISBN: 3640568796
Category : Business & Economics
Languages : en
Pages : 19
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Book Description
Essay from the year 2005 in the subject Business economics - Offline Marketing and Online Marketing, grade: 72 % - A, University of Sunderland, course: Global Corporate Strategy, language: English, abstract: Ryanair was founded in 1985 as a family business that originally provided full service conventional scheduled airline services between Ireland and the UK. The airline started to compete within the confines of the existing industry by trying to steal customers from their rivals, especially the state monopoly carrier Air Lingus, outlined by Chan Kim and Renée Mauborgne (2004) as “Bloody or Red Ocean Strategy”. Ryanair seemed to follow a “me-too strategy”; according to Osborne, K. (2005), they “tried to be all things to all people”. Even they started restructuring; their strategy was not enough differentiated and their cost advantage was too low to be profitable. Ryanair then created a competitive advantage through the alignment of the three components of business systems; 1)Creating superior value for their customers (outside perspective) 2)Supplying their superior value-adding activities in an effective and efficient manner (which jointly form the “Value Chain”) 3)Possessing over the resource base required to perform the value-adding activities, (inside perspective) According to Porter (1987), “corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts.” It is seen to be concerned with the overall purpose and scope of the organisation and to meet the expectations of major stakeholders. All aspects of Ryanair’s value chain are important to the company and their shareholders as Ryanair’s decisions add value to both. The following report outlines the three perspectives of shaping Ryanair’s business system. The value creation dimension of Ryanair’s business model will be outlined, considering the theories of Porter and the more recent authors Kim and Mauborgne (2004). Further, the linkages in the airline’s value chain and their resource base will be analysed, considering Hamel and Prahalad’s (1990) core competency model (inside-out approach). In section 2, the future challenges of the airline are considered. Ryanair’s strengths and weaknesses will be analysed, internal value creating factors such as assets, skills or resources, to consider how the airline can create alignment to its opportunities and threats, external factors. An stronger “outside – in” approach for Ryanair’s future corporate strategy will be considered, applying Porter’s five forces model, placing the market, the competition, and the customer at the starting point of the strategy process.
Author: Miriam Mennen
Publisher: GRIN Verlag
ISBN: 3640569342
Category : Business & Economics
Languages : en
Pages : 41
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Book Description
Essay from the year 2005 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 72 % - A, University of Sunderland, course: Global Corporate Strategy, language: English, abstract: Ryanair was founded in 1985 as a family business that originally provided full service conventional scheduled airline services between Ireland and the UK. The airline started to compete within the confines of the existing industry by trying to steal customers from their rivals, especially the state monopoly carrier Air Lingus, outlined by Chan Kim and Renée Mauborgne (2004) as "Bloody or Red Ocean Strategy". Ryanair seemed to follow a "me-too strategy"; according to Osborne, K. (2005), they "tried to be all things to all people". Even they started restructuring; their strategy was not enough differentiated and their cost advantage was too low to be profitable. Ryanair then created a competitive advantage through the alignment of the three components of business systems; 1)Creating superior value for their customers (outside perspective) 2)Supplying their superior value-adding activities in an effective and efficient manner (which jointly form the "Value Chain") 3)Possessing over the resource base required to perform the value-adding activities, (inside perspective) According to Porter (1987), "corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts." It is seen to be concerned with the overall purpose and scope of the organisation and to meet the expectations of major stakeholders. All aspects of Ryanair's value chain are important to the company and their shareholders as Ryanair's decisions add value to both. The following report outlines the three perspectives of shaping Ryanair's business system. The value creation dimension of Ryanair's business model will be outlined, considering the theories of Porter and the more recent authors Kim and Mauborgne (2004). Further, the l
