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Flight Attendants were worried about the arbitrary process MCA’s management used to resolve issues, expressly the margining of the seniority list and working conditions. This was a concern of job security.

It is important to examine Easyjet’s strategy due to the changing financial climate in the UK and Europe such as the 2008/9 recession and Brexit.

The essay will firstly introduce the organisation easyJet. Secondly the essay will explain about how easyJet uses its operation strategies and its competitive priorities. Finally the essay will discuss the most important operation decision and explain it further in detail. easyJet is a well known low-cost airline which operates in several European countries and has been founded by serial entrepreneur Sir Stelios Haji-Ioannou in 1995. easyJet undertook intensive research of a United States owned low-cost airline ‘Southwest Airline’. Most of the concepts for easyJet were adopted from Southwest airline; however easyJet added its own touch which reduced operating costs even further. EasyJet was strategically located at London's Luton airport.

Thank you for choosing our offices to handle all of your financial needs. I understand you are having a problem figuring out why your company is currently not making any profit and are considering removing one of your charter planes. I hope to address all of your concerns and help find a solution to make your business profitable and help you stay competitive in the market you are in.

In the case study of Alaska Airlines, Kotter 's means 3-Develop the Change Vision and Strategy, and 4-Communicate for Understanding and Buy in are shown in the activities of the executive team in their acknowledgment and comprehension of the drastic changes and main drivers that were tended to between fall 2007 and mid-year 2010. In any case it is important to backpedal to 2006, when travelers were enraged by misused of their baggage and experienced long wait times to get their bags, there were times where the wait time would be so long that police would be called to calm the upset customers. Without a doubt, understanding into contributing causes could be followed back before 2005, when pilots, unsettled because of pay

You are required to undertake a detailed examination of the changing nature of the long-haul transatlantic airline market. The market you are required to investigate comprises only the international passenger market (i.e. excluding the movement of goods by

We monitor our operational performance through a broad range of measures at many levels. Departure punctuality is our primary measure, as high performance here requires other operational processes to run smoothly, and also because it is a key driver of customer satisfaction. Our headline measure of punctuality is ‘Ready to Go’, which focuses on the aspects of the departure process within our control. In 2012 55 per cent of flights were ‘Ready to Go’, being prepared for departure at three minutes before the scheduled departure time, and 79 per cent of flights departed within 15 minutes of schedule. The use of technology to improve the customer service experience is paying dividends in goodwill. For example, iPads have now been issued to more than 2,000 senior cabin crew, which enables them to provide insight into our customers’ preferences across a whole range of areas, from special meal requests to onward travel plans. Cabin crew can deliver a truly bespoke service with this information at their fingertips. Furthermore, if any customer service issues arise in the air, cabin crew can inform ground-based colleagues in a timely fashion and action can be taken quickly to resolve any problems. Towards the end of 2012 BA also conducted a series of real-time customer survey trials. The trials were part of the airline’s commitment to customer service.

The main problem that concerns this case is that JetBlue has the need for slower capacity growth but the exact size of the cuts from each of the airlines’ two aircrafts was far from obvious. The contents of this case analysis will show how they managed to get to this point through the use of business strategy tools. Also I will give some recommendations on how to resolve the issue at hand.

Agents represented the company in a positive manner. Overall, agents used most of the elevate behaviors when speaking with customers. Agents made eye contact, greeted and provided relevant information. Customers’ name, sir or ma’am could have been used more during the boarding process. Opportunity to elevate was missed when agents did not ask customers if they could be of further assistance. An announcement was made advising customers to have passport out and ready; however, no Baggage and Welcome announcements were made for the flight. Groups 1, 2, 3, 4 and 5 did not state a lane designation. Group 6 was made advising customers to use both lanes which is not part of the boarding announcements. Groups 7 and 8 did not state a lane designation. A Final announcement was made for the flight. Customers seated in the exit row were asked the required safety question. Carry-on baggage was compliant as no customers were boarded with non-compliant carry-on bags. GIDs system was used during the boarding process. Most agents were uniform compliant. One female agent was not wearing a visible name bar. All required signage was properly displayed. Boarding Process

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).

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.

“The merger of the two operating airlines into one corporate entity has also enabled savings on operating costs such as Engineering and Ground Handling, Insurance and Catering. Employee costs have also been addressed through an integrated organization which enabled the Company to terminate the contracts of most expatriate staff and impose a hiring freeze on new appointments.”

The typical organizational structure of this airline is separated by sales and flight operation, and there is also participation of and communication between the heads of both

Alaska Airlines have lately recovered from a period of operational uncertainty, yet its executives worry the airline is draining its reserves of goodwill and consumer loyalty, due to variability in, its data for on-time flights and mishandled baggage and losses over the past two years. The senior executives question whether the organization could survive if the functionality were to slip again after concentrating lots of resources on operations in an attempt to recover equilibrium. Is staying status quo good enough, or should the airline’s leadership takes action to transform the operational values Internal Communication is one of the most neglected areas of strategic planning.

Airline can improve it 's level of customer service by allowing customers to access "help" information, complete application forms, pay invoices, or change their account details via it 's Web site, at their own convenience.