Remind that one of the capability of Delta Airlines is its Global route network flying around the world, so I will recommend Delta Airlines to focus on expansion through continuous service agreements with several domestic, regional airlines that feed traffic on the route network by serving passengers of small and medium sized cities. These service agreements will be long-term agreements with an option to extend the initial term. This strategy will allow the company to control the schedules, fares, reservations, ticketing and seat inventories for the regional airlines. This will certainly increase the number of flights in some locations and better match its capacity with the demand. The objective of this strategy is to have contractual arrangements …show more content…
The company must seek to produce its gas to improve the energy efficiency of its entire fleet, while seeking to reduce the cost of fuel, which is the largest expenditure of Delta Airlines and probably for the entire airline industry. As I know from the case, a flight across Atlantic can easily consume 60,000 liters of fuel, and that generate 140 tons of carbons dioxide (27-14). Delta must seek to reduce its impact on the environment, and that must be a business imperative. The entire world and especially the airlines industry depends on the Middle East oil and its derived products. Even more the dependence on oil increases with the raising of new economic power. To gain a competitive advantage, Delta Airlines must own its refinery even though the company’s management was aware that operating it profitably would be tougher business than profitably operating an airline. Delta airlines will have to take chance to be the first involved in this venture. Even though, it seems risky, I assume it would be the best use of Delta’s limited funds because this could provide a powerful tool to the company to drop the price: independence for producing its own oil. The strategy is to protect the company from the market fluctuation regarding the oil price or any crisis in the Middle East that can lead to price increase. This will allow Delta to develop and expand its resources with the experience of its trainers refinery. It will also reinforce its human resources which is one of its resource. Resources are costly to imitate and some cannot even afford it because of the cost disadvantage. So, owning a refinery could be a core competence for the company. The company can invest in developing in new energy that could reduce its expenses on fuel, and even more sell its surplus to increase its revenue. One of advantage
Despite its growing domestic network, the company didn’t offer international flights until July 2014, and even then, it only offered limited destinations (“Southwest Corporate Fact Sheet,” n.d.). Furthermore, the company’s reliance on a single aircraft is cause for concern. Southwest Airlines was also weak with technology utilization initially but has since turned this into an asset, as described later. Finally, the company has a limitation with providing customer perks due to its low-cost operations (Ross & Beath,
Delta does business globally in 503 cities in 94 countries and is the third largest airline in the United States. In 2003, Delta's daily needs included 7.3 million gallons of fuel, 109,000 meals and snacks, 151,000 bottles of water, 87,000 cans of soda, and 219,000 pounds of ice. Its daily operations also required large amounts of information relating to such areas as flight schedules, gate information, baggage handling, customer service, and tower operation. To be competitive in the airline industry, Delta required an efficient flow of operations. However, accurate advanced planning is nearly impossible because of such elements as changing economic realities and weather conditions, and unexpected maintenance issues.
Many elements of Delta Airlines are described in detail, within this paper. There is a breakdown of the external and internal factors, using external and internal analysis. Porter’s Five forces are used to create the external analysis, and the key factors for Delta are power of buyers, and rivalry. Delta’s competitive advantages are identified as customer service, sustainability, brand image, strong strategic alliances, and corporate travel. Delta’s main issues are the low expansion in international markets, continuous changing of incentive program, and glitches within technology. Delta should expand more into the Chinese and African markets in order to gain market share within the airline industry.
Depreciation helps match the expense of using long lived assets with the revenues the assets helped to produce> what means is that Delta ns Singapore pole Air line depreciates one of its airplanes, it is trying to match the cost of air flight to the revenue that air craft helped to produce. Because air crafts can be an item used for more than one income statement period, Delta and Singapore Airlines don't recognize the air crafts entire cost as an expense immediately. Instead, the companies record them as assets on the balance sheet. Then, in each year of the assets useful life, the companies should recognize a portion of the Item's costs as an expense.
Northwest Airlines is one of the pioneers in the airline transportation industry and is ranked at the fourth largest air carrier in the United States today. The success of the carrier depends on the quality and reliability of the service at a reasonable price. Close competitors force Northwest to innovate their services by increasing efficiency. This essay will try to examine different perspectives in the services needed to successfully complete the company’s objectives. The analysis will explain historical and financial perspectives that may give a better understanding of the current market trend of the organization.
Before to select the proper alternative, three alternatives were analysed and evaluated under four decisions criteria: customer experience, cost, growth rate / market penetration and ease to implementation (See Exhibit 2: Factor Analysis). Between all the alternatives, it was suggested that Southwest Airlines enters to New York City by bidding the slots and gates at the LGA (See Exhibit 3: Alternatives Analysis). This alternative sustains the challenge of changing the customer experience which means adding more flights from and to the East; furthermore, entering to new markets will reinforce “the power of the network” through LGA. At the same time, this decision will allow signing more code-sharing agreements with other airlines flying to international destinations and offer new products and services to LUV customers as loyalty rewards, in-flight internet, onboard duty-free purchases, etc.; as a result of this, it will increase passenger’s insights and experiences by flying with Southwest Airlines. Nevertheless, there is potential risk by selecting this alternative, in the recent years the energy prices has had a huge increase affecting costs, fares and even capacity needed, however Southwest Airlines has been able to hedge fuel for decad...
Flight Consolidation Another method of reducing congestion is to reduce the number of operations into SFO by consolidating flights. Delta Air Lines currently has a fleet of 809 aircraft, several of which require a common pilot type rating to operate (Delta Air Lines, 2015). On a typical weekday, Delta operates seven flights between JFK and SFO. Delta schedules four flights with the Boeing 757 and three with the Boeing 767 on the route; both aircraft have a common type rating.
The strategic merge between Delta Airlines and Northwest due to the fact that they tried to merge too quickly with no backup plan. The merge also failed due to the fact that they did not do significant research to see how well their companies would work together. This includes how the companies work separately and then how they would work together. Delta Airlines is an international corporation that offers many flights around the world as well as the continental U.S. They have a large corporate hub in Atlanta, Georgia.
Southwest Airlines strategy of focusing on short haul passenger and providing rates as low as one third of their competitors, they have seen tremendous growth in the last decade. Market share for top city pairs on Southwest's schedule has reached 80% to 85%. Maintaining the largest fleet of 737's in the world and utilizing point-to-point versus the hub-and-spoke method of connection philosophy allowed Southwest to provide their service to more people at a lower cost. By putting the employee first, Southwest has found the key to success in the airline business. A happy worker is a more productive one as well as a better service provider. Southwest will continue to reserve their growth in the future by entering select markets only after careful market research.
Delta Airlines has been a vibrant company in the airline industry, with great success over the years. Delta airlines started as a crops dusting company to serving more than 572 destinations, in 65 countries on six continents (Allan, H., David. H. ,2012). Delta airline moved its headquarters from Monroe, Louisiana to the city of Atlanta, Georgia. The great management strategies have portrayed from time to time to be fruitful even in the verge of a recession. With these consistency in delivery of services, it is clear that the company is out to outdo its competitors and turn out to be the greatest airline in the world.
This was a sad day for everyone in both the immediate and extended “Delta family,” a day perhaps as sad in its own way as the death of Mr. Woolman almost 40 years before. The sadness mixes with fear by employees and retirees, their families, stockholders, customers, vendors, taxpayers, governments and all others among the tens of thousands impacted by the bankruptcy. Leadership decisions by Delta’s Board and CEO’s over a long period of years laid the foundation for Delta to be in a position where the factors would have a large enough impact to result in bankruptcy. By promoting Ron Allen to CEO, primarily because he had moved up the chairs in the company through Beeb’s efforts, the Board showed their lack of awareness of the need for a strategist to deal with the fundamental changes taking place in the airline industry. Then the Board brought in Leo Mullin and gave him free rein for 6 ½ years to turn a cash rich company into one in such poor shape financially that his successor had to turn to expensive sources of money to keep the company
The main threats to the industry over the next five years are the rise in oil prices, legislation, the TSA, and labor costs. Each of these threats affects the scheduled air transportation industry, not only endangers Delta Airlines, but the entire industry. As the price of labor increases for ground operations and pilots, this creates a burden on the industry by causing them to spend more to satisfy their labor requirements. The price of fuel increasing leads to the price of fuel increasing, which not only affects a single airline, but every airline. With each time that the crude oil price rises, the prices associated with the costs of refining the jet fuel as well as transporting it.
Since its first grand opening in 1971, Southwest Airlines has shown steady growth, and now carries more passengers than any other low-cost carrier in the world (Wharton, 2010). To expand the business operations, Southwest Airlines took over AirTran in 2010 as a strategy to gain more market share for the Southeast region and international flights. However, the acquisition of AirTran brought upcoming challenges both internally and externally for Southwest Airlines. In this case analysis, the objectives are to focus on the change process post the merger with AirTran, and to evaluate alternatives to address the impacts of the merger. II.
When analyzing Delta, you do not have to search very far before quite possibly one its strongest attribute rears its head. Based on calendar 2000 data, Delta is the largest U.S. airline in terms of aircraft departures and passengers enplaned, and third largest as measured by operating revenues and revenue passenger miles flown. Delta is the leading U.S. airline in the transatlantic, offering the most daily flight departures, serving the largest number of nonstop markets and carrying more passengers than any other U.S. airline. Delta Air Lines transports more passengers worldwide than any other airline. Through a vast worldwide route system Delta has flown over 117 million passengers, more than any other airline in the world. Delta mainline, domestic and international service, Delta Express, Delta Shuttle, Delta Connection®, Delta Sky Team and Worldwide Partners operate 6,400 flights each day to over 450 cities in 98 countries.
American Airlines are a global business servicing all types of customers, such as general customer, families, groups, business travelers and corporations. These customers all have a different rage of travel they do weekly, monthly or yearly. American Airlines are targeting premium customers with innovation and social media. American Airlines also serves business patrons, offering full-service business travel service to establishments from small local, regional corporations to large worldwide enterprises. Therefore, American Airlines has ensured that all clients from all types of background will be provided the best customer service for all travel arrangements booked.