Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Airlines business model
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Airlines business model
The variety of successful strategies in use today was in full display at the ATW Winning Strategies conference in Washington, where some of the airline industry's keenest minds shared their wisdom.
Dr. Adam Pilarski, senior VP at consultancy Avitas, opened the conference with a controversial statement, "the myth of overcapacity is an urban legend," pointing out that historically high load factors should push fares up. "If airlines don't make money when they have the highest load factors ever, there is something wrong with their business model."
He implied that airline managers overthink their strategies and fail to follow what he called "Adam's Rule: Revenue greater than cost equals good." The first thing to do is "Don't be stupid," he said, adding a list of "stupid" strategies:
Mini-mes (Ted, etc.).
Avolar.
Don't insult customers.
No extreme yield management.
No bad airline names.
No adversary relations with employees.
Do not have stupid business plans.
"Please remember you are in a service industry," he said, and try to avoid what former Continental CEO Gordon Bethune referred to as "sky nazi" cabin service. He criticized "nickel-and-dime" attitudes toward cutting amenities, scoffing at airlines' publicized moves to remove olives and pillows. You must cut costs in ways that make sense, related to productivity." Cost control "has to fit the business model, and must be related to productivity."
The importance of productivity is reflected in Southwest's average pilot salary, now $53,000 higher than UAL's average, yet United still can't turn a profit, Pilarski said.
Pilarski borrows his rules for success from Southwest. They start with treating humans decently-employees and customers-plus "underpromise and overdeliver," love your job and of course Adam's rule: Revenue > Cost = Good.
One reliable cost reduction is outsourcing maintenance, said Colin Karsten of Pratt & Whitney. He said the major drivers pushing the overall growth of the outsourced maintenance market include:
Growing low-cost carriers are loath to invest in maintenance capability.
Broad component support is emerging.
US carriers' fully burdened labor rate is 50% higher than average US MRO rates.
He predicted that "total MRO activity will grow 5.3% per year through 2013."
Use of the term low-cost carrier doesn't fit the customer orientation airlines should maintain, said Maurice Coleman, head of commercial strategy at Aer Lingus. "LCC is an internal focus. We prefer low fares airlines." In order to become an LFA, he said, a carrier must "simplify the customer selling proposition.
The pros of an airline implementing a policy that bigger customers need to buy a second seat is that the weight capacity regulations will be followed to. As well as the cons of an airline implementing a policy that larger customers need to buy a second seat would result in a bigger people who travelling will not uses that airlines anymore, airlines would be glowered on by family or relatives of larger customers, airline’s policies could be vigorously monitored for discriminatory actions against overweight persons. As mentioned in the book there are no federal laws prohibiting discrimination against obese individual, although there are some places such as Wisconsin, DC, and California provide legal protection. (Harvey & Allard , 2012, p. 234)
whether or not that city had enough gates for the new carrier, and whether the
Better customer service by employing personable flight attendants in designer clothing. Song wanted to present an image of a high end airline so that the customers are not compromised on service while paying lower fares.
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
Having a low cost of operations is one of the contributing factors to Southwest Airlines’ financial success. Such low cost model of the corporation is brought about by an effective strategy. Southwest uses only one type of aircraft – the fuel-efficient Boeing 737. This tactic keeps training and maintenance costs down. Moreover, the no-frills approach to customer service contributed to the low cost of operations for Southwest.
"Problems" in the airline industry have not risen due to too much competition within the industry. To the contrary, Washington regulators should turn the industry loose in any more ways that it can. Lowering restrictions to enter the market place, emphasizing private ownership of aviation matters, and encouraging open and free competition within the scope of anti-trust law should be the goals of the Clinton Administration. Instead of heading towards re-regulation, Washington should get out of the airline business for good.
One of the many influences that affect Qantas is the presence of globalisation, which has heavily affected the airline both positively and negatively. Globalisation is a process which refers to the increased integration between different countries and economies as well as the increased impact of international influences on all aspects of life and economic activity. Globalisation is responsible for the removal of many trade barriers and the increased level of competition that Qantas has been exposed to. The increased levels of competition has increased consumer sovereignty and forced Qantas to implement strategies to gain a competitive advantage in order to redirect consumers towards their business. Qantas has implemented a cost leadership strategy as a response to globalisation and the influence of cost based competition. One way that Qantas achieved this was by using Globalisation itself to the business’ advantage. Globalisation ha...
Kathleen Hanser, `The Secret Behind High Profits at Low-fare Airlines'. http://www.boeing.com/commercial/news/feature/profit.html [accessed 15 May 2003]
Southwest Airlines is operating in an industry that is struggling to make profits. The slowing economic growth and raising fuel costs are lowering earnings while revenues remain the same. The macroeconomic factors affecting the airline industry include unemployment, the economic growth in the United States, and inflation. With low economic growth, consumers are finding luxury items more difficult to purchase and airline tickets for vacations fall into that category. Unemployment contributes to a lack of vacation travelers since individuals who are not employed do not have extra money for vacation or airline tickets. Inflation also causes operating costs of the airlines to be higher cutting into profits.
If the short haul passenger was the backbone of Southwest Airlines success, then their 737s were the lifelines that supported it. By choosing the 737 as the airplane for all of Southwest's flights, the company saved time and resources in training its employees. The crew could be easily substituted for one another due to the extensive training on the 737. Low costs and, therefore, low fares are an enormous competitive advantage, when combined with their high-quality and loyal workforce. A very unique culture was found at Southwest Airlines among all of its employees.
The mission of Southwest Airlines is a dedication to the highest quality of service delivered with warmth, friendliness, individual pride, and company spirit (Mission…, 2007). The company also provides opportunities for learning and personal growth to each employee. Creativity and innovation is very important and highly encouraged, for the purposes of improving effectiveness. Employees are to be provided the same concern, respect, and caring attitude within the organization that the employees are expected to share with the customer. Southwest Airlines was initially created to be a low-cost alternative to high price of intra-Texas air carriers (Freiberg, 1996). Southwest’s fares were originally supposed to compete with car and bus transportation. It was a little airline, and it would withstand the test of time. As a discount, no-frills airline, it would provide stiff competition for larger airlines. Their strategy was to operate at low cost, offering no food, no movies, no first class, and no reserved seats. They created their own market and provided increased turnaround times at the gate, by avoiding hub-and-spoke airports and opting for short-haul, direct flights. Through this market approach, Southwest has a majority of market share in the markets they serve.
We can also identify the weaknesses of Ryanair in accordance to scientific management. From what we have previously discussed in the essay we now know that there are a few points from Douglas McGregor’s theory X that can relate to scientific management. However these key points also have influences on Ryanair, which can come across as
In a dysfunctional time for the airline industry, most airlines, especially major carriers, are adapting the concept of "doing less with more." One low-cost carrier, JetBlue, is changing the domestic aviation landscape in this regard and is defying the odds. Here is a company that has examined each marketing mix elements carefully, has adapted them to its customer’s needs, and is succeeding because of this approach.
Porter stated; “for an airline to succeed in the marketplace, it must have a sustainable competitive advantage” (Porter M. E., 2008). The airline industry is the highest competitive industry, and I believe a sustainable completive advantage is essential to succeed in the future of the aviation industry. The competitive advantages that an airline embrace, needs to be based on the airlines strategy and differentiation to competitors. Emirates displays how it has a strategy and how the airline gets ahead of its competitors through how unique it is.
The company’s cost leadership strategy of keeping their fares low to ensure frequent and convenient travel along with its playful, fun poking advertising, exciting promotional ways, and various vibrant ways of operation enabled the company to expand exuded its effect on both customer and competitors, thus lowering the prices in the new market. This is the ‘Southwest