Air France Case Study

This paper will focus on the many elements and dimensions of France and the affect it has on the business that takes place locally and internationally. There will be constant comparisons and contrasts between France and the United States of America taking place throughout this entire research article. I will focus on how the elements and dimensions of the culture separately are adapted by the locals and integrated into everyday life and business. I will also give insight on how to conduct business in France for other countries, mainly the United States, by talking about the countries imports and exports and

Air Canada was founded in 1937, it was privatized in 1989. After facing net losses from 1990-1993, entered into profits in 1994. It was a founding member of star alliance in 1997, which has 27 partners headquartered in Montreal.

Sun Country Airlines was started in 1982 by a small group of pilots and flight attendants in Minneapolis/St. Paul, Minnesota. After Braniff shutdown in 1982, Ken Sundmark approached Bob Daniels, a cofounder of Mainline Travel Incorporated about forming a charter service that would combine the assets of Mainline and the airline expertise of the now unemployed Braniff crew. Eleven Braniff pilots, two cabin attendants, an attorney, and a financial consultant (Links to an external site.) shared 49 percent ownership and Mainline 's principle owners, retained the other 51 percent.

“Change, in its broadest sense, is a planned or unplanned response to pressures and forces. Hence, there is nothing new about change or the need for it.” (Jick & Peiperl, 2011, p. Intro xx). Change in a business environment or in a military atmosphere is very rarely embraced with open arms. As leaders, how we choose to openly show our support for change coupled with how we communicate this change to our subordinates will make or break the difference in the overall success or failure of those very things we are attempted to change.

The WestJet case tells us about WestJet Airline, a start-up in 1996 serving five western Canadian cities and their services extended to more than 85 destinations in 18 countries by 2011. The CEO and executive team together contracted an accomplished and exceedingly effective CIO to execute a key move of code sharing and, numerous other strategic IT projects to enhance the competitiveness of WestJet. The new CIO was asked to evaluate the IT skills as a component of a corporate drive to get the upper hand by conveying advanced guest service. The CIO was of the view that IT was the key factor for the growth of WestJet and so formulated a governance model comprising of the restructuring of IT. However, it has been a difficult job for the

On February 29, 1996, WestJet Airlines came to life. They became the face of low-cost, short-haul, point-to-point airline for Western Canada. The organization began when entrepreneur Clive Beddoe, president of Hanover Group of Companies purchased an aircraft for personal use. Beddoe later made his aircraft available to other business people through Morgan Air, owned and operated by Tim Morgan. Tim Morgan, along with Calgary businessmen Don Bell and Mark Hill found an opportunity to start an airline. They all reached out to David Neelman, who was president of Morris Air and asked for assistance on writing the business plan for WestJet. They joined forces and WestJet Airlines came to life. They all held a different position and Beddoe was the president, chief executive officer, and chairman of the board of directors. Bell and Morgan were senior vice-presidents and Hill was the vice president. When WestJet first began, they only flew to Vancouver, Kelowna, Calgary, Edmonton, and Winnipeg. They now fly to 102 destinations in 19 different countries. In addition, they also increased the amount of aircraft they own. WestJet began in 1996 with just two aircraft and by August of 2000, they increased to 94 aircraft. Not only did they increase aircraft, but employees too. Their workforce expanded to 30,000 employees. On July 1999, WestJet hit a huge milestone when it completed its initial public offering of 2.5 million common shares. Clive Beddoe

United Airlines, established in 1934, is an air transportation company with operations in North and Latin America, Europe, the Middle East, and the Asia-Pacific with headquarters in Chicago, Illinois. As an airline company, one of the primary functions of United Airlines is the air transportation of not only passengers but also cargo to and from numerous different locations. However, United Airlines also has functions in selling fuel, as well as in services related to catering, ground handling, and maintenance (Airlines, 2017). United Airlines’ ground handling services are substantial enough that in 2015, United Airlines established United Ground Express to supplement their customer service and cargo operations at airports across the United States. In total, United Airlines and United Ground Express manage approximately 5,000 flights per day to 362 different airports worldwide (United Airlines, 2015).

WestJet airlines was founded in 1996 by Clive Beddoe, a successful Albertan entrepreneur who was desperate to find a solution to the rising costs of business travel expenses (WestJet, n.d.a). Beddoe combined a small group of Canadian business savvy investors with a regional airline President and together they sought the experience of successful industry leader David Neeleman, founder of Morris Air and developer of the One Skies passenger reservation system (Pederson, 2001). Often referred to as the Southwest Plan, WestJet’s original business model was simple; offer passengers a superior experience at a price that was comparable to driving or taking the bus. This was easily accomplished by operating one type of aircraft, removing excess frills, hiring employees whose personality fit a specific type, and by developing a company culture that focused on safety and taking care of the guests (WestJet, n.d.a.).

Porter Porter is a regional airline that was founded in February of 2006. Porter is known for their business class service and always providing exceptional customer service, and complementary snacks and drinks that make the passengers feel like the truly get a lot for their money. Porter started out with only flying to Canadas major cities and now flies to over twenty- four destinations and has over twenty- six planes in their fleet. The reasons I want to work for porter is I like that fact that they are a smaller airline where you can build a closer connection with your fellow crew members. Questions for the interviewer – Porter airlines - What type of professional development exists within this company - In your opinion what differs

In order to incorporate transformational changes, the aspect of core competency must be kept in mind. WestJet’s core values are that it is a cost-effective airline and aims at providing excellent guest service. The airline has faced many problems related to business-IT alignment and its governance structure in spite having a bunch of exceptionally talented and technically sound employees. There are managerial issues in the organization which has led to slow growth of the organization. Recommendations and suggestions on what could be done to counteract the identified issues and how to gloss the change management process to the employees is also showcased in the report. Benefits can be derived if the recommendations offered as a part of this

Ryanair, originally an Irish low-cost airline and established by the Ryan family in the year of 1984 starting off with only 25 members of staff. Replicating the American Southwest airline business model and then officially relaunched in the year 1990. It has vastly grown from being a single-aircraft family operation into one of the world’s top leading airlines. Now Ryanair has reached 11,458 employees. The airline carries over 131 million passengers per annum on over 2,000 flights daily, from 86 different routes, flying to more than 205 destinations in 33 countries.

In this individual assignment, reading material including the different ways companies innovate, re-energize a mature organization, and change corporate culture provide the basis for analyzing British Airways’ (BA) transformation and the difficulties encountered in making an organizational change. Identification of critical factors leading to British Airways successful transformation as well as steps, sequence, and risks taken to transform the organization and personal assessment is provided for this case study.

British Airways is the one of the largest airline companies, and the passengers carry overall in the fifth largest in the world. Most of plans are stay in Heathrow Airport which is the highest of main international airport. The British Airways has a long history and airlines cover 133 countries; include 373 airplanes. The BA Company includes 50,086 workers to be in the service, which is one of the largest employers and employees in the United Kingdom.

With 1988 operating income of $801 million on a revenue of $8.55 billion, American Airlines, Inc. (American), principal subsidiary of Dallas/Fort Worth-based AMR Corporation, was the largest airline in the United States. At year-end 1988 American operated 468 aircraft on 2,200 flights daily to 151 destinations in the United States, Bermuda, Canada, Mexico, the Caribbean, France, Great Britain, Japan, Mexico, Puerto Rico, Spain, Switzerland, Venezuela, and West Germany.

United Airlines was boycott by many angry customers after the crew of the flight 3411 that served from Chicago O'Hare International Airport to Louisville, Kentucky asked the airport security officers to drag out costumer Dr. David Dao from his seat because of an overbooked flight on April 9, 2017.