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Essay from the year 2012 in the subject Business economics - Business Management, Corporate Governance, Northumbria University, course: Bachelor of Arts in Human Resources Management, language: English, abstract: The commercial airline is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines, must be an arena of organization's core competence. Sustaining airline profitability, ensuring safety and security, and developing adequate air transportation infrastructure are the important challenges to the airlines. In the following chapters, the strategic reasons that lead Singapore Airline (SIA) success will be discuss with strategic frameworks.
In Cruising to Profits, a very thought-provoking book, co-authors and airline strategy and profitability experts Ricardo Pilon and Kofi Sonokpon share transformational strategies and tools they conclude would contribute to a fundamental shift in turning commercial aviation into a profitable business. Some radical, but necessarily drastic, views and methodologies are offered. The content is primarily based on their practical airline management and business consulting experience, but also combines results from the authors' academic involvement in airline economics with management science. The authors introduce a three-pillar visionary leadership framework BeProFit-able (BPF) that redefines the role of commercial aviation. They further discuss the human element in profitability and advance T.A.L.E.N.T. and Vision Load Factor (VLF) instruments. Lastly, Cruising to Profits offers valuable, actionable management tools so as to execute on the vision and include day-to-day operations towards commercial airline strategy formulation. BeProFit-able (BPF) WHAT visionary leadership framework and management methodology it would take to turn commercial aviation into a profitable business and HOW to apply a unique combination of business model expertise with modern convergent governance. Vision Load Factor (VLF) WHY most airlines are consistently running well below their true potential and HOW to measure and deliver on an airline's vision load factor in a profitable manner. T.A.L.E.N.T. WHY even the most talented airline employees must meet the T.A.L.E.N.T. criteria before they can positively contribute to profitability and HOW to attract and retain true talents. First in a series of eye-opener work, Cruising to Profits is a must-read for those at the heart of senior airline management and those who take a close interest in the business.
In Cruising to Profits, Volume 1 - 2nd Edition, a very thought-provoking book, strategic airline business transformation and profitability expert Ricardo Vincent Pilon shares transformational strategies and tools he concludes would contribute to a fundamental shift in turning commercial aviation into a profitable business. Some radical, but necessarily drastic, views and methodologies are offered. The content is primarily based on his practical experience, his airline management and business consulting work, and also combines results from his work with academic involvement in airline economics as well as management science. The author introduces a three-pillar visionary business transformation and leadership framework entitled BeProFit (BPF), which redefines the role of commercial aviation. The book is an elaborate introduction to a possible evolution in commercial aviation and airline management and paves the way for Volume 2 - The Practical Guide. He further lays the foundation for H2 - Human Capital Profit Multiplier and S.T.A.R., two management tools that identify and enable leadership, as discussed in Volume 3 - The Human Capital Factor. Cruising to Profits offers valuable, actionable management tools so as to execute on the vision and include day-to-day operations towards commercial airline strategy formulation.
Designing and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context. The result is a comprehensive and multifaceted teaching/learning package, which includes applied case studies on a wide range of airlines and aviation businesses, setting out how these organizations deal with strategy formulation and implementation in critical areas. Topics covered include: corporate strategy, generic strategy, competitive strategy, internal and external environment assessment, mergers, alliances, safety and security. Written directly for both aviation professionals and student courses in aviation strategy, aviation management and aviation operations, it will also be of great interest to aviation professionals in a variety of different fields, including airlines, corporate aviation, consultancy, etc., as well as academics within the field of aviation and those within the field of strategy and management science.
This book provides a comprehensive overview of current strategic challenges and measures required to meet those challenges in a dynamic industry. Experts from aviation practice and management, in addition to acknowledged scholars, contribute to this volume and combine academic expertise with economic and business perspectives in an unprecedented way for the aviation field. The focus is not restricted to passenger airlines. The five parts of the book additionally include chapters on alliance management and formation, strategic issues for air freight carriers and airport companies, as well as impacts the airline industry exerts on its environment. The book combines both concepts and results from recent academic research with applications and case studies from major industry players. Readership includes academics, students on advanced aviation courses, senior aviation professionals in airline, airport and supplier companies, international organizations and governmental agencies.
Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Düsseldorf, language: English, abstract: Ever since globalization has started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment such as rapid communication, technology innovation, and global sourcing models requiring to manage cultural differences are still challenging for many industries (cp. Yip, 2003, pp. 1–3). The airline industry being itself a reason for an increasing borderless world also faces these global trends and high competition due to expansion, consolidation, concentration, and alliances. Terrorism and rising costs for fuel, labour, maintenance, and security have not been the only threats for the industry. Also rising customer expectations e.g. regarding comfort, entertainment, experience, convenience, innovation, personalization and value for money require the airline industry to change dynamically. Moreover, airlines face demands for pollution control, corporate social responsibility, and sustainable travel. Rising competition from low-cost carriers is also relevant since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand international and global competition as their environment potentially endangers profits and economic survival (cp. Lynes & Dredge, 2006, pp. 122–129; PricewaterhouseCoopers, 2014, pp. 2–3).
Entrepreneurs, Managers and Leaders examines the role that business leaders play in shaping industries and how the evolving context of industries shapes leaders in turn. This co-evolutionary process of leadership and industry development is told through the story of the American airline industry across the 20th century. Entrepreneurs, who explored a variety of different airline concepts in search of a viable business model, dominate the industry’s early history. As the industry evolved, a new breed of managers emerged who built a dominant business model that enabled their companies to grow dramatically. Later, after the industry matured, leaders took center-stage as agents of change to rebuild and revitalize the industry. The lessons to be drawn from the experience of the airlines and their executives will be of interest to business leaders in industries across a wide spectrum. Despite the indelible mark that many individuals have made on their industry, writers on industry evolution-concerning the airlines or any other industry-have rarely factored in leadership as a way of explaining or understanding that evolution. Entrepreneurs, Managers and Leaders seeks to paint a fuller picture of the interdependent relationship between the actions of leaders, the context of their times, and the evolution of an industry.
Bachelor Thesis from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,5, University of applied sciences, Düsseldorf, language: English, abstract: Since globalization started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment, such as worldwide sourcing models requiring the management of cultural differences, as well as rapid communication and technology innovation, are still challenging for many industries. The airline industry being itself a reason for an increasingly borderless world also faces these global trends and fierce competition. Numerous factors have caused a downward trend of profits in this industry. The first factor has been the deregulation process. Under regulation airlines could not compete on price. Therefore, differentiation was only possible by customer service or on-board entertainment. With the start of de-regulation most customers could not find much difference between the offerings of major airlines and became indifferent about which airline to choose. Airline tickets started to become a kind of commodity goods. So, although deregulation was thought to lead to lower entry barriers, decreasing concentration and competitive prices, practice turned out to be different: expansion and alliance strategies of leading airlines have increased concentration. Besides liberalization, other factors have been the economic slowdown in many countries, terrorism, and rising costs for fuel, labour, maintenance, and security. Also rising customer expectations e.g. regarding convenience, entertainment, innovation, and value for money require the airline industry to change dynamically. Moreover, airlines face demands for CSR and sustainable travel, including pollution control and reduction of noise and CO2 emissions. Competition from low-cost carriers also gains in importance since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand global competition as their environment, as well as economic and social frameworks potentially endanger profits and economic survival.
Document from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, Business and Information Technology School - The Entrepreneurial University Iserlohn, language: English, abstract: Elaboration of Harvard Business Cases: Ryanair, Walt Disney Company and Pixar Inc., TAV, Aldi, Diageo, The Weather Company, IKEA
In today’s world, ‘change’ is the only ‘constant’ factor. In the last few decades, there has been a radical change in how organizations function. To survive in this highly volatile environment, companies need a long-term strategic vision and thinking. In light of this, ‘strategic management’ has become a significant topic and is taught as the core subject in MBA/PGDM programmes in Indian universities and business schools. This is a book written in the context of the Indian business environment but with a global orientation. It is comprehensive and contemporary in its approach.