Flight Centre

This report will be discussing strategic management to a company in the airline industry. This report will examine a chosen company’s strategic management and outline the stages. Strategic management is analyzing the situation facing the firm, also on the foundation of analysis formulating a strategy and lastly implementing strategy. Strategic management is the identification and the description of strategies that can be used by managers so as to attain better

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).

Flight Centre is one of the Australian airlines focusing on the provision of services to the passengers through integration of quality and affordable pricing mechanism. Some of the services by Flight Centre to its consumers include holiday packages, cruises, accommodation, car hire, and insurance. The main objective of the organization is to offer competitive services at affordable prices with the aim of meeting the goals and objectives within the market and industry of operation. The main objective of this research exercise is to analyze Flight Centre of Australia and impacts of the environmental factors in relation to management decisions of the organization.

Flight Centre has established and bought different brands now consisting of more than thirty to cater to different levels of customer.

Air Canada is a major player in the airline industry, as it has been since its foundation on April 11, 1936. As one of the top airlines in the industry, there is a high standard of quality that was, is, and must continue to be maintained by the dedicated staff in the employee of Air Canada. It continues to be a steady market, especially with the stability of the Canadian economy. The downturn prices in oil continue to impact the dollar, however, it lowers operational cost in the industry, and allows competition to remain high.

The article by Creedy looks at the newly announced expansion of Jetstar Airline services from its current domestic Australian flight service to its penetration of the trans-Tasman market. Jetstar’s original purpose was to provide Qantas (Same Ownership) a cost-effective alternative for the provision of domestic flights around Australia while also giving customers a cheaper and somewhat “no frills” option when flying locally. The article outlines the considerations and specifications that Qantas and thus Jetstar have undertaken in order to accomplish its “first foray overseas” as part of its “segmentation strategy”. Jetstar’s expansive venture is

Flight Centre has been a company that has been able to withstand an increase in their profit margins. After a well presented perofmance from the years of 2005 to 2006, has helped flight centre to manage a record of $120 million pre tax profit, meaning a 4% improvment of previous years. On decemeber 21st before being 4% lower at the value of $49.8 million, the componys pre tax profit was 70.2 million, 10% higher than the years 2004 to 2005. This means that after tax flight centres profit for the year was 79.9 million, a $% increase.

For the purposes of this report I have chosen Flybe as my main focus of discussion in the UK and European airline industry. Flybe is Europe’s largest regional airline with 162 routes, operating from a total of 53 departure points. In this report I will analyse why it has made sense for Flybe to build on their strengths of being a regional operator and how they have managed to find a niche in the crowded airline marketplace. I will also discuss their strategy for future growth and how they have chosen their battleground carefully. I will discuss in detail how Flybe is attempting to fulfil its mission statements of “Low Cost, But not at any cost” and “To give you safe, efficient and friendly service”(Flybe, 2008).

Qantas’ External environment consists of competitors, government, laws and regulations. In the travel and aviation industry, competition is a huge factor. Over the years we have seen incredibly successful airline companies, such as Ansett, crash due to the fact that they cannot compete with their cheaper international competitors. Qantas has dominated the Australian domestic market, however, internationally things haven’t been as easy. Being one of the more expensive airlines, Qantas already struggles to keep up with its major competitors such as Emirates and Thai, both of which provide much better ‘bang for your buck’. With globalization becoming a factor in modern business, Qantas couldn’t afford to remain a domestic service provider. In order for them compete, Qantas needed to broaden their services and become a dominant International airline.

Qantas Airways Limited was found in Queensland in Australia back in 1920. Both domestically and globally Qantas airline has grown to be the largest flight destination as well as the oldest in all Australia. In the airline industry, Qantas puts more effort to lead the industry. The company guarantees the safety of the clients. Additionally, the company is well known for its sufficient operations that are meant to provide quality customer service. The airline created Qantas and Jetstar, two strong brand reputations. Jetstar is concerned about differentiation, low prices, and cost advantage. Additionally, Jetstar is a subsidiary of Qantas. It is a private airline business independent from the

For the purposes of this paper, the Qantas Group is narrowed down to one of its business units, which is Qantas. Furthermore, the competitors considered are all home grown Australian airlines. At present, Jet Star, Virgin Blue, and Tiger Airways are all side-by-side Qantas in the endeavor to win the hearts

2. Preferences would have to be given to city-centric airports, convenient departure and arrival times, and basic service. Competitors like Easy Jet, Air Berlin, Basic Air, BMI Baby are catering to the Value market segment. They have been successful in establishing slots at some primary airports and providing basic cost effective services. Acquisition of Aer Lingus has not only enhanced Ryanair’s expansion plans and market share but also helped it to stay in the top position of being in the low-price segment. The SWOT analysis given below explains how Ryanair can achieve its goals and mission by capitalizing on opportunities and utilizing its strengths and eliminating its weaknesses and threats.

The airline industry has one of the highest barriers to entry, due to associated investment needed and high competition. For a newcomer, a unique position in relation to the competitive environment has to be established to gain foothold in the market. For JetBlue, their unique position was low-cost and high-frill offerings (Brennan & Morgan, 2007).

profitable markets for the airline industry. Countries like China with its vast economic expansion is attracting more businesses and manufacturers to the region. As such, air travel demand is higher than before and western based airlines like United, Delta and American continue to compete to enter these markets or even close to it. It is without a doubt that gaining at least one landing spot anywhere in the Asian market can significantly improve the route structure for airlines and profit. This paper will seek to explore the drivers of entry modes as it relates to the aviation industry. It will look at Delta Air Lines and how such a company entered the Asian market after its merger with former US carrier Northwest Airlines. This paper will examine the process of the merger and the challenges Delta faced while entering a new market with a new logo and strategy. It will seek to identify the airline industry strategy as it relates to the BCG matrix using examples from various airlines such as American.

Australians are dependent on air services are increasing. Among other things, this is In leisure and tourism (especially outbound) and regional expansion is driving growth Strategic resources and agricultural activities. This can be seen in the overall growth the total number of domestic passengers has grown from 64.8 million to107.5 million in the past 10 years. Another aspect of the impact of the overall demand for aviation services has been developed more global and domestic national enterprise supply chain. As companies become more closely related to suppliers and markets beyond their neighborhood, they rely more and More air-based services, movers and freight. Importantly, every form of air sports - leisure and commercial Interface with Australia 's airport infrastructure. The existence and operational efficiency Airport facilities is so important