Cost Reduction And Revenue Growth

There are three main parties to this case; Flywell Ltd (F), the parent company, Jetover Ltd (J), the subsidiary, and the Australian Pilots Association (APA) which is representing the 200 pilots currently employed by J. F incorporated J as a wholly owned subsidiary of F and appointed four directors for J from the six directors of F. Two hundred of F’s pilots were made redundant and immediately rehired by J on lower wages and entitlement previously enjoyed at F. New pilots hired by F receive 20% more pay and entitlements for the same work than pilots of J.

Prior to the merging of MCA and RCA, neither company’s flight attendants were unionized. Rising concerns starting emerging among both MCA and RCA flight attendants in regards to the unsystematic way MCA’s management resolved personnel

Cutbacks have had an effect within the Royal Air Force (RAF) and this has resulted in them having to decommission multiple aircrafts such as: the Harrier, Nimrod and the sentinel. This is expected to last for the following 5 years and this will have a great impact on the Public Services. Also on the 14th of February it was reported that 100 student pilots where made redundant due to the public services cutbacks by the government. The media made the RAF look bad as they got into detail as soon pilots had a matter weeks to completion of their training. However it was later released that the RAF were redirecting the redundant pilots into of other trades. To start off with the media were portraying the RAF in a bad way to the citizens but the story changed and a positive outcome was released.

The outcomes of the changes saw a more effective/ more efficient management structure, allowing Qantas to deal with changes in the internal and external business environment more effectively.

Revenue determination is an important tool for health care organizations because it allows for efficient management of payment systems. This paper will look at the different components that form the payment-determination bases of revenue determination. Moreover, the difference between specific and bundled service payments will be discussed. Lastly, the three ways health care providers control their revenue function will be highlighted.

WestJet is facing an urgent problem. The pilots’ contract expires in two weeks’ time and the pilots are unhappy with the offer that has been presented. This has created conflict between management and the pilots as the pilots feel that too many things are being taken away. If a quick agreement is not reached, flights would be grounded, which would impact the bottom line and negatively affect culture. A collaborating approach will need to be applied in order to come to a swift resolution.

King launched their Survival plan— “tough, unpalatable and immediate measures” to stem the spiraling losses and save the airline from bankruptcy. The radical steps included reducing staff numbers from 52,000 to 43,000, or 20 percent, in just nine months; freezing pay increases for a year; and closing 16 routes, eight on-line stations, and two engineering bases. It also dictated halting cargo-only services and selling the fleet, and inflicting massive cuts upon offices, administrative services, and staff clubs.

The dispute between BA management and Cabin Crew from 2009 to 2011 caused extensive impact throughout the global condition. BA totally lost £150 million and the brand reputation had been affected seriously. It meant that BA has some problems about its change management. This academic report contains

JetBlue’s strategic plans continue to find ways to remain as affordable and as cost efficient for both the company and the costumer by controlling monitor fuel cost and offering newer jets as they reduce the cost fuel. The newer jets run at better speed, decreasing the cost and actual air travel time. JetBlue has associated itself with the program Nextgen. Newer methods are developing to reduce fuel waste and to reduce air traffic (Jetblue.com/green, 2012). Containing the cost to a smaller budget will continue to keep JetBlue ahead in the airline market, and still allows them to stay at a low cost.

The British Airways case study was a very interesting case to read. It proves that not all people can be leaders, especially the chairman, board and chief executives of British European Airways (BEA) and British Overseas Airways Corporation (BOAC.) According to the case study of British Airways, the life at the “old” British Airways was “bloody awful” (Changing the Culture of British Airways, 1990, p. 1).

The second major strategic issue facing JetBlue is that it needs to attract customers. Initial customer response has been strong, a function of low fares, strong customer service and new airplanes. The company's first year growth objectives have it trying to go from none-existence to filling fifty-three flights per day. This will require an extensive marketing effort for each new market in which it operates, especially as the company is not affiliated with any airline groupings that might drive business from other carriers.

Neelman, understanding the next steps in growing the organization, brought together a highly skilled management team to run the company. Neelman providing the necessary strong leadership, along with the talented management team formulated clear operative goals and directions based on his vision. Decisions that were made emphasized the need to provide a better passenger experience such as choosing New York JFK as the home base of the airlines. Customer interaction (external environment) and employee satisfaction (internal) were the important factors in formulating the mission. The Mission statement included Safety, Caring and Integrity that can be attributed to the customers and the mission statement also included fun and passion that can be attributed to the employee satisfaction.

JetStream Aero Services (JAS) is a newly set up aerospace company dedicated to providing small aircraft modification, assembly and maintenance services in South East Asia. JAS will have its first maintenance plant at Seletar Airport (Singapore) and aimed to start operations by 2010. Singapore is chosen due to its strategic location and it is a major hub in aerospace maintenance, repair and overhaul (MRO) in Asia Pacific.

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

Table of ContentExecutive Summary1I. Introduction2II. Main Body1. History of British Airways22. Current strategic situation….42.1 Internal analysis42.2 External Analysis52.3 SWOT82.4. Current strategy93. Potential Strategic options124. Recommended strategic direction with rationale164.2 Strategy Evaluation175. Identification of critical success factors186. Performance measurement criteria197. Conclusion218. Bilbliography249. References24Executive SummaryThe main aim of this report is to undertake a review and analysis of British Airways. It is UK's leading airlines both at international and domestic level, with its operations spread over 300 destinations across the world. The report starts with a brief description of the company. Then the