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Bachelor Thesis from the year 2015 in the subject Business economics - Investment and Finance, grade: 2,0, University of applied sciences, Düsseldorf, language: English, abstract: This thesis focuses on the economic feasibility of a low cost strategy for long distance flights, based on the example of Eurowings in the product portfolio of the full service carrier Lufthansa. On the ITB 2015, Europe’s largest tourist trade fair, an executive board member of Lufthansa, Karl Garnand, announced the first routes for the coming low cost long distance flight product of the company. Lufthansa is going to start this project with its brand Eurowings. The first flights to three destinations will be operated as from November 2015, tickets are already bookable. The low cost carrier business prospers for a long time. Its market share in Germany, measured by the number of passengers, grew from 4,8% in 2002 to 25% in 2014. However, this success refers exclusively to short and middle distance flights. Eurowings is not the first try of an airline to establish a low cost product for long haul flights, but there is no example with economic success.
Master's Thesis from the year 2016 in the subject Business economics - Operations Research, grade: 1,3, University of Applied Sciences Essen, language: English, abstract: This paper analyses Eurowings' marketing strategy by applying different macro- and microeconomic tools in order to consider competition, political forces, environment influences and economic impacts. The goal is to examine in particular Eurowings' low cost long haul business model and which strategy was selected by the Lufthansa Group and how this strategy works. Additionally, the objective is to analyse Eurowings European competitors, with the major goal first to understand Eurowings' market position in Europe. Subsequently, the results of this strategic assessment show Eurowings' strengths, weaknesses, opportunities and threats. The aviation industry in the 21st century has been changing continously. The low-cost carrier business model has revolutionised the commercial transport industry. Commercial Aviation industry and its development is positively influenced by external factors such as politival, social, economic and technological developments. Airlines are therefore forced to adjust their business models to the external factors and new market requirements, as well as to introduce new business concepts with the objective to gain more market shares and competitive advantages. The European market is divided into different low-cost carriers, each fighting for customers, image, and profit. Eurowings is a new player in this low-cost business, in particular in the market for long-haul destinations, which could become an opportunity to be the first successful low-cost German airline and the third biggest low-cost carrier in Europe.
Bachelor Thesis from the year 2013 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,3, University of Mannheim (Fakultät für Rechtswissenschaft und Volkswirtschaftslehre, Abteilung Volkswirtschaftslehre), language: English, abstract: The entry of low-cost carriers (LCCs) in the early 1990ies revolutionized the European airline industry. Before the LCCs entered the European short-haul market, incumbent full service carriers (FSCs) were able to operate relatively unhindered. Supported by many deregulations, LCCs set their focus on a cost base as low as possible, so they were able to offer fares tremendously lower than incumbent players. Even though they took some market share from the FSCs, the main success was based on the ability to reach new customer segments. Passengers, previously travelling by car or long-distance busses, took advantage of newly affordable airline fares and were willing to incur limited comfort. Now, around 20 years after the first entry of European LCCs, the short-haul market is not expected to continue growing significantly. Hence, if the LCCs want to continue their expansion, they need a ‘new market’, and it seems just like a question of time until they add long-haul routes to their route network. Nevertheless, the long- and short-haul market are comparable just to a limited amount. As we will see in the following analyses and discussions, several specific characteristics require fundamental changes in the current LCC business model, which is optimized for short-haul operations. The focus point of this thesis is the development of an auspicious entry mode, based on theoretical economic frameworks. In comparison to the short-haul market, competitive interactions between incumbent FSCs and entering LCCs are expected to be much more intense on long-haul routes. This is based on the fact that LCCs will not be able to sustain their high cost advantages also on long-haul routes. For long-haul flights it is also not possible to reduce provided comfort and additional services in such a way the LCCs currently do on their short-haul operations. Hence, on long-haul routes, entering LCCs and incumbent FSCs will be active much more in the same market than they currently do, which implies a much higher degree of competition. This provides several points of contact for game theoretical considerations, as we will see in the following chapters.
Entrepreneurs taking advantage of air transport liberalization have searched for ways to challenge the network airlines using the low cost carrier (LCC) model cloned on Southwest Airlines. Low-cost long-haul flights (LCLH) is an extension of this model gaining increased attention around the world. LCLH carriers have followed what we already know about low cost airline business models over shorter distances, with adjustments through innovation and trial and error. Entrepreneurs and analysts tend to list service features and operational characteristics that such airlines should have and not have. However, underlying principles of the LCLH business model remain largely unclear. Some analysts have even stated that LCLH cannot work, because the cost advantage such airlines gain over the network carriers, is too low to provide sustainable competitive advantage. Then we observe carriers like Air Asia X that appear to have overcome at least some of the shortcomings of past LCLH airlines. The question is if there are some guiding principles we can use to make the LCLH model work better? This article suggest such principles, but argues that LCLH airlines will continue to struggle assimilating and keeping to these principles.
This report reviews the state of the art in forecasting airport demand. It focuses particularly on addressing demand risk, passenger behavior and uncertainty and discusses how to make more effective use of such analysis in planning decisions.
In 2000, the nation's next-generation National Polar-orbiting Operational Environmental Satellite System (NPOESS) program anticipated purchasing six satellites for $6.5 billion, with a first launch in 2008. By November 2005, however, it became apparent that NPOESS would overrun its cost estimates by at least 25 percent. In June 2006, the planned acquisition of six spacecraft was reduced to four, the launch of the first spacecraft was delayed until 2013, and several sensors were canceled or descoped in capability. Based on information gathered at a June 2007 workshop, "Options to Ensure the Climate Record from the NPOESS and GOES-R Spacecraft," this book prioritizes capabilities, especially those related to climate research, that were lost or placed at risk following the 2006 changes. This book presents and recommends a prioritized, short-term strategy for recovery of crucial climate capabilities lost in the NPOESS and GOES-R program descopes. However, mitigation of these recent losses is only the first step in establishing a viable long-term climate strategy-one that builds on the lessons learned from the well-intentioned but poorly executed merger of the nation's weather and climate observation systems.