Executive Of Air France And Klm

Many larger organizations have already achieved a mature stage in their organizational lifecycles and some are even in decline as their business models fail to keep pace with changes in an increasingly globalized marketplace. One larger organization that continues to grow using its original business model, though, is easyJet, which is already one of the largest low-fare air carriers in Europe and current signs indicate that the company will continue to grow its market in the future. To determine how easyJet has succeeded where others have failed, this paper examines the company's efforts in meeting the challenges with its initial launch, the company's early growth and the lessons learned from these experiences, as well as the acquisitions and mergers that have helped the company achieve its organizational goals. An examination of easyJet's organizational maturation status and how the company has differentiated its services is followed by a summary of the research and important findings in the conclusion.

The airline will execute this goal through 4 identified key strategies, which include: • Continually identifying and implementing cost reduction and revenue generating initiatives; • Expanding internationally and increasing connecting traffic through international gateways, on a sustainable and profitable basis, and competing effectively in the leisure market to and from Canada; • Engaging customers by continually enhancing the travel experience and providing a consistently high level of customer experience, with additional emphasis on premium and business passengers and products; and • Fostering positive culture change through employee engagement programs designed to promote an understanding of how the airline and its employees can work together to deliver on the customer promise and investing in the tools and training required to provide a culture of top customer care. (Air

The company President of Peregrine Trucking has decided to make saving fuel, a primary focus on the continuous efforts to become leaner and more efficient. Any type of fuel savings will have a direct impact to the bottom line of profitability. This additional income can be better utilized towards additional investments that will lead to sustainability and the goal of having a green supply chain. Strict government regulations, customer requirements, pressure from environmentalists, and requests by the general public have made being conscientious of creating an eco-friendly business necessary. Several key process improvements and equipment upgrades have been identified that will assist Peregrine Trucking in reaching the goal of continuous improvement on fuel savings. These investments will not only impact fuel, but other added benefits will be realized as well. The speed of service will be improved in addition to better focus on customer service and more reliable equipment. The following proposed ideas are strongly suggested to obtain the desired outcome of fuel savings: phase out the current trucks in use to more modern fuel efficient models, improve upon the plan for scheduled maintenance, implement maximum allowable speed limits by installing limiting devices, invest in new technology to better utilize the fleet and reduce the amount of wasted time and space, and changing company policy in regards to rules and employee training.

using their own core competencies to turn the airline around. By applying their own strategies,

1. There are a few trends in the US airline industry. One is consolidation, wherein existing players merge in an attempt to lower their costs and generate operating synergies. The most recent major merger was the United Continental merger, which is still an ongoing affair, but has created the largest airline in the United States by market share (Martin, 2012). Another trend is towards low-cost carriers. In the US, Southwest has been a long-running success and JetBlue a strong new competitor, but in other countries this business model has proven exceptionally successful. The third major trend is the upward trend in jet fuel prices, and the increasing importance that this puts on hedging fuel prices and capacity management (Hinton, 2011).

Gary Kelly serves as the Chairman of the board, President, and Chief Executive Officer at Southwest Airlines. A 23-year veteran who becomes CEO in 1989, Gary has worked closely with southwest legendary cofounder and Chairman Emeritus Herb Keller and President Emeritus Colleen Barrett to build the nation’s largest airline in terms of passengers and the undisputed Low-Fare Leaders. Gary has received awards and recognitions, including being named one of Business Travel News’ 25 Most Influential

The company has also a distinctive marketing approach. It is through these marketing approaches that the company tries to distinguish itself from the rest from the airline industry. In their marketing, the company tries to assure the consumers that they offer real

The purpose of this paper is to evaluate the business strategy of JetBlue Airways. JetBlue was founded by David Neeleman in 2000 and quickly became one of the largest discount airlines in the United States. It was started in the east coast primarily and expanded throughout the country and entered the international market soon after that. JetBlue received the “#1 Airline Brand” rating10 even while keeping its advertising costs significantly lower than Southwest Airlines. Jet Blue’s talent in formulating and executing effective strategies has enabled the company to rapidly grow in the domestic and international market base.

As Vice president of sales at Euroland (Hogebretsen), myself and my partner had to deal with a number of ethical dilemmas presented in this case, the first was evident before entering the negotiation, this was the fact that even though we had spent 9 months nurturing the JV deal and signing a letter of intent with MMI, at the last moment Munchao Motors switched out the VP Mr Kim for Mr Wu Chang for a reason that was unbeknownst to us, and now wanted to renegotiate the terms of 4 items that we had already agreed upon. Not only was this disrespectful to the culture of Norland it displayed a number of other red flags before entering the negotiation. Are they trustworthy, who is Mr Chang, What is his positions? Does he have the authority to move this deal through today? What are MMI objectives? So from the very start we were cautious and unwilling to trust. This caused a level of uncertainly and conflict in our minds before entering the negotiation, stereotyping Muncho’s for this kind of unethical behaviour. We assumed Chang may ask for a bribe, as he intonated to some ‘under the table favours’ at the previous night’s dinner, which also put our guard up in the initial planning of the negotiation.

Sir Richard Branson is a global entrepreneur and also the chairman of the Virgin Company.  Within a large company such as Virgin, it is very important to work in a team, and there are a diverse range of teams that exist within the Virgin group such as the top-management team, problem solving team, continuous improvement team, cross-functional team and the work team. A top-management team is defined as “the CEO, executives or general manager, vice-presidents and other top department heads whose job is to help the organisation achieve its mission and goals.” (Kinicki, 404) This can be seen from the behavior of Branson giving the employees his private number and paying close attention to every firm as he wants to help those people and companies within the Virgin group who are belligerent. Many of the cabin crews are hired only during the peak season and then they are disbanded. This is an example of a problem-solving team as they only meet as a temporary team. Moreover, there are interest groups and friendship groups exist within the group. Branson actually encourages this by giving freedom to the employees as he thinks it is important for the employees get to know each other well on a more personal level helping to build a friendly environment within a team making the team successful. This may be referred as the continuous improvement team.  And the other significant teams that exist within the Virgin Group are the work team and the cross-functional team as each team members

Substitutes to air travel pose a significant threat to the profits of the entire airline industry. It is advantageous to be in an industry with few or no substitutes as they diminish profitability for the industry as a whole. There are many alternative ways in which a person can travel long distances. Therefore, the airline industry is threatened by many substitutes. Trains are the primary substitute to air travel in that they provide long distance travel at marginally lower expense to the buyer. Train stations are also generally more accessible to the public than an airport, which adds further appeal to the substitute of traveling by rail. An advantage held by airlines is the fact that air travel is widely known to be a much faster mode of transportation, yet more and more buyers are choosing train travel over air travel strictly slight for the price advantage.

Lufthansa had the highest growth rate in 2010 but the rate keep declining over the period shown. Thus in 2016 Lufthansa lagged behind its competitors, with a sales growth only better than Air France. The SCORE and 7 to 1 strategy implemented in 2012 and 2014 seem to improve the company’s performance but still not enough to catch its competitor’s pace.

Considering, the above conditions, the need to analyse the concept of ‘Predatory Pricing’ being played by the two competing airlines as a strategy to deter or even drive away Schnell Air from the market is essential. ‘Predatory Pricing’ is a key strategy that can be employed by an incumbent firm either to protect or to extend its market share against competitive attacks by smaller scale competitors and potential entrants or is used to drive out smaller rivals. These strategies have in common the intention of reducing the expected level of profits that actual and potential rivals can expect to earn in the present and future. After rivals exit, the predator firm presumably will raise prices to levels consistent with its market power. The predatory firm loses substantially more than its rival does; the incumbent must accommodate all demand, while its rival is free

Competing through alliances in the airline industry: The AIR FRANCE- KLM/DELTA AIR LINES JOINT VENTURE

SWISS began operations in 2002 and built the companies foundation on the same customer care and the quality that is prominent throughout Switzerland. Although not profitable during the first four years of service SWISS fought to maintain their Switzerland roots and unique brand even after a takeover from German company Lufthansa. With backing from the Lufthansa group SWISS managed to turn the SWISS brand into a profitable enterprise in 2006. Since then, SWISS has enjoyed the tailwind of profitability ever since. However, the aviation industry is always evolving and the fickle economy which airlines operate in does not guarantee automatic or continuous success. To determine if SWISS is headed in