No frills

Proceedings of the 13th Asia Pacific Management Conference, Melbourne, Australia, 2007, 431-436 Competitive Strategy for Low Cost Airlines Hongwei Jiang RMIT University, Australia Abstract The aim of this paper is to identify challenge faced to Low-Cost Carriers (LCCs) or Low-Cost Airlines and provide new insights into the development and competitive strategy for LCCs. LCCs are still a relatively new phenomenon in Australia since Virgin Blue and Jetstar came to the market. There are over 30 LCCs

Since deregulation, the most influential driver of profit in the airline industry has been the control of ticket distribution (Shaw, 2013). Spirit Airlines, the leading ultra-low-cost, no-frills carrier; the worst all-around carrier charges for every ancillary product. Consequently, this paper will discuss the carrier ticket distribution channels, pricing strategy and product promotion. Direct and Indirect marketing channels. Spirit airlines distribute tickets through both Direct and Indirect channels

Cutting on such frills may help in improving the bottom line. But cuts on frills accompanied by thrust on factors where company’s offering is below the customers’ expectations provides an excellent opportunity for cost cutting and serving enhanced value to the customers, which may draw customers from outside the current market space, just on the boundary of niche segments. Most popular no frills strategy is pursued by Southwest Airlines which based its strategy

Spirit Airlines, the leading ultra-low-cost, no-frills carrier; the worst all round Carrier charges for every service besides the basic fare. For this purpose, this paper will discuss the Carrier ticket distribution channels, pricing strategy and product promotion. Direct and Indirect marketing channels. Generally, Spirit airlines distribute tickets through both Direct and Indirect channels. With direct distribution, the airline sells tickets via direct contact with customers. Consequently, the indirect

does not always happen. It happens for various reasons, and until I can walk in someone else 's shoes I can not say that I would not have made the same choices as that person did. The concept that a couple should not have a wedding with "all of the frills" is the one which bothers me the most. It encompasses many different rules of etiquette, but gives the impression that a person who was married before does not "deserve" to have a traditional wedding. Unfortunately, this does not take personal

there are several threats to airlines that could affect their long term success. Even though it is one of the opportunities in the market, changing customer preferences are also a threat to some upper-class airlines. Consumers are demanding fewer frills, less costs, and fewer connecting flights. Financing is becoming more difficult to achieve in the industry due to the fact that so many companies are failing to turn profits and are filing for bankruptcy. Those organizations that have survived the

ABSTRACT Our group will do a report about easyJet’s case-study. First of all, we will get information about EasyJet from the textbook and the Internet. Secondly, we will do the SWOT analysis and find out the reasons for EasyJet’s success by making marketing mix. Thirdly, with all the information, we use them to answer 5 questions about the case-study in the text-book. Finally, we apply these experiences to our job in the future. TABLE CONTENT ABSTRACT i TABLE CONTENT ii PICTURE CONTENT

Spirit Airlines Marketing Strategies Since deregulation, the most influential driver of profit in the airline industry has been the control of ticket distribution (Shaw, 2013). Spirit Airlines, the leading ultra-low-cost, no-frills carrier; the worst all-around carrier charges for every ancillary product. Established under Airline Segmentation, Spirit targets price sensitive, business-class, middle-class, students and solo travelers within psychographics (Zigu, 2017). Consequently, this paper will

strengths and any weaknesses that need dealing with. Finally, a SWOT analysis will be carried out to assess the extent to which Ryanair’s strategies are suitable to what is happening in its task environment. Ryanair is Europe’s largest low-fares, no-frills short-haul carrier. The organisation was founded in 1985 as a conventional airline but re-launched itself in 1990/1991 as a low-cost carrier, replicating American Southwest Airlines’ business model. Since then Ryanair has grown

very broad. The fact the airline has a brand that appeals to price-conscious travelers who do not mind the airline’s no-frills philosophy means it attracts lots of small business owners, young adults, middle-class families, and those who are traveling a short distance. Southwest operates a simplified airline to keep costs down. It only operates one type of aircraft, and its no-frills plan includes no assigned seats or class seating, no meals, and no onboard movies. The company has a strong emphasis