Airborne Express

During the 1980s, the air express industry was a medium to attractive industry to already be a major player in, but not a very attractive industry to try and break into. The industry can be characterized by high rivalry from competitors who compete on the same services with very little differentiation, medium power from suppliers who supply the resources necessary to run the business, high buyer power because customers can basically find an equal service from any firm in the industry, low substitution threat from other means of shipping transportation, and low threat of new entrants due to the high initial capital outlay and need of management

The Airline industry is a large and constantly growing industry. It facilitates economic growth, international investment and world trade and is therefore central to other industries as well for globalisation. There are various forces which lead to globalisation in airline industry. Key drivers of change are forces likely to affect the structure of an industry; sector or market. (1).

Air Canada has been in the business of air transport for an extended period of time. Due to the experience and the exposure of the carrier in the field, it has made a commendable progress through many strategies as well as customer proximity. One of the approaches taken by the airline involves the identification as well as an implementation of cost reduction initiatives in a bid to increase revenue from its operations (Air Canada, 2016). It is also attempting to connect with the existing carriers across the world to connect the current customers to the international world. This approach has been adopted to increase its competitive advantage over other existing airlines.

Airlines are now able to expand their outreach directly to consumers through e-commerce. For example, airlines like Qantas are able to introduce ticketless travel through the use of technology (Thompson and Gamble, 2012).

The issues between the union and the Magic Carpet Airlines are that the airlines do not pay their flight attendants duty rig pay, there is no job security, and they weren’t able to use their sick leave when they were sick. They did not agree with the way they had to give a five day notice to swap routes with other Magic Carpet Airlines flight attendants. Their major concerns were their direct wages, they wanted to be paid more and have duty rig, and have job security. These concerns were all determined by surveys that were mailed out to each of the union members, and flight attendants voicing their concerns.

The express companies delivered tremendous amount of packages. The big three players, Federal Express, UPS, and Airborne Express, collectively delivered more than five million

The evolution of the express mail industry had become a quick on-time shipping and delivery of packages. The service had become effective, reliable, and prompt, which most of the top companies could deliver on these guaranteed promises 96-99% of the time. But, delivery services were only a portion of the services being offered to their customers. Carriers had mastered information management that they shared with their customers. Customers were now able to fill out labels, track the route of their package, and assisted in billing using both via carrier provided software or the Internet.

Market structure can be defined as patterns of behaviour by enterprises in an effort to adjust to the markets in which they operate (buy or sell). Pricing strategies and collusive behaviour mergers are a few dimensions of market conduct. It is the industry norm for a legacy carrier to offer service to most popular destinations; Delta reducing routes to a similar schedule as the low-cost airlines is not an option in the multi-billion dollar industry. In order to gain market share from low-cost airlines, Delta must create a value proposition that differentiates itself from its competitors. Many customers will pay a premium if the level of service provided is higher than the low-cost, no-frills

Southwest Airlines represents a rather unique organizational force that has driven the company to success since its inception in 1971. One of the most unique features about the organizational structure is that it is largely decentralized and employees are openly welcomed to express their opinions on a wide range of organizational issues. However, despite the "hands off" management strategy, the company consistently ranks as one of the top airlines in regards to customer complaints; in 2008, for example, the company received 0.25 complaints on average for every one hundred thousand passengers who used the aviation services (Triangle Business Journal, 2009). This analysis will look at some of the organizational factors that have contributed to the success of Southwest Airlines over the course of the last few decades.

When a company is deciding to make an innovative change or extended benefits to part-time employees, strict compliance is required according to the Fair Labor Standards Act (FLSA) and the U.S. Department of Labor (Martocchio, 2015). Tiffani Clement (2011) published an article, “Does my business have to provide part-time employees with benefits?” she writes about the required benefits that employers must extend to part-time employees. For instance, newly added HR Director Alan Jones must address whether or not his company can afford to offer extended benefits to part-time employees.

Airborne Express the current underdog in the express mail business has been able to compete with market leaders due to innovation and optimization strategy. The company built on cutting cost and emphasizing reliability now faces pressure from the leaders UPS and FedEx to change their pricing strategy. This change from standard rate pricing to distance-based pricing puts Airborne in a dilemma in which they must choose to match the competition which will make them lose what sets them apart in the market or stay with the current strategy. Changing will increase their flexibility and could open them up to new consumers while staying the same

Launched just 8 years ago, today, the Jetstar Group consists of a network of value-based air carriers that deliver high quality air passenger services for budget-minded travelers across Australia, New Zealand and the Asia Pacific region. Beginning with just 400 employees, the company currently employs more than 7,000 people and carries about 20 million passengers a year. To gain some insights into how the Jetstar Group achieved this impressive growth in such a short amount of time, this paper provides a review of the relevant literature concerning the air passenger industry in general and the business strategy used by the Jetstar Group in particular. A summary of the research and recommendations for this company are provided in the paper's conclusion.

Fourthly, The Airborne maintained low prices, provided tailored services and achieved higher efficiencies and lower cost in order to long run and remain competitive in the market. So, Airborne targeted business customers who shipped frequently and was able to better serve them through repetition and experience including using customization codes to provide tailored service to specific large business accounts. Moreover, Airborne had a high concentration of customers in metropolitan area and a high percentage of afternoon and second day deliveries, permitting it to use ground shipping more often than its competitors and save up to two-thirds the cost of air shipping (Exhibit 8). Finally, Airborne had total control of its airport hub, which is design as per the needs and expand to enclose warehouse space for its business customers. Furthermore, Airborne achieved greater efficiency in its shipping by utilizing 80% of shipping space therefore; Airborne lowered cost not having retail service centers, using independent contractor van services and it was more efficient by picking up and delivering more parcels per stop than FedEx. Hence, Airborne becomes a stronger competitor in the market due to low prices and provided excellent service to the customers.

In today’s environment, it is extremely essential for retailers to embrace technology in the course of their businesses. This is mainly because a significant number of consumers can be attracted and accessed through technological measures. It is essential to appreciate the fact that data, infrastructure and e-commerce software form the basis of United Parcel Service’s technological superiority. All these tools play a pivotal role in supporting the company’s e-commerce strategy and the company’s business strategy as a whole. One of the key attributes of United Parcel Service is its commitment to investing in researching emerging technologies. This gives it an exceptionally competitive advantage. United Parcel Service (UPS) consistently seeks to embrace technologies that that enhance the company’s efficiency (Russell Baker, 2008). The company’s commitment to technological advancement made the company appear in InternetWeek’s top 100 companies in 2004 (Russell Baker, 2008). On the other hand, InfoWorld ranked the company as the seventh company with the most significant contribution to technological infrastructure.

Alaska Airlines has managed to remain in the “green” as other airlines seem to be suffering in a market space that sees fierce competition. According to Sam Matthews of the Business Insider “Alaska Airlines (ALK) grew its revenue at a compound annual growth rate (or CAGR) of 7% in 2010–2014. The airline had total revenues in 2010 of $3,832 million, which grew to $5,368 million in 2014” (Alaska Airlines’ Historical Revenue and Earnings Growth, 2015). How is it possible that an airline that operates on a relatively small scale, 880 flights per day, compared to its competitors such as Delta, 15,000 flights per day, is able to be so competitive and continue to increase its revenue (Alaska Airlines company facts, 2016), (Corporate Stats and Facts, 2017)? Here is where the deployment and utilization of Information Technology (IT) enters into the picture. Alaska Airline is well known throughout the airline industry for their innovations in technology, safety and customer satisfaction. According to Alaska Airlines’ company timeline, “In 1995, we were the first U.S. airline to sell an airplane ticket online. The following year, we pioneered satellite-based GPS technology to fly more safely and precisely. In 2013, Alaska and Horizon piloted self-bag-tagging, giving