TACA Airlines
History
TACA Airlines was founded in 1931 by Lowell Yerex. When it first began operations, TACA would fly single-engine Stinson planes. The sole idea of TACAs founder was to establish an airline for each Latin-American country. But despite this idea, only TACA International survived out of all the franchise airlines that were created. In 1945, Yerex left the company and TACA was forced to move its headquarters to El Salvador, where the company was able to modernize and expand. Between the 1940s to the 1990s, TACA bought out a majority of shares of flag carrier airlines of Guatemala, Costa Rica, and Nicaragua, and began operations under the name Grupo TACA. TACA was later organized as an international company, setting its headquarters in San Salvador under the name TACA International Airlines. During the 1940s and 1960s, TACA Airlines began to acquire turboprop airliners such as the DC-3 and the Vickers Viscount to be able to expand its routes around the Americas.
In the 1970s, TACA Airlines entered its jet age when it acquired its first jet, A BAC One Eleven. The One Eleven was used between the 1970s and the early 1980s, then later replaced by the Boeing 737-200. Until 1980, TACA Airlines was owned by a Unites States company and was headquartered in New Orleans, Louisiana under administration of the Kriete Family of El Salvador. During the 1980s, TACA Airlines made several upgrades to its fleet by substituting older turboprops and the One Eleven airliner for more fuel efficient airliners such as the 737-300 and the 737-400. In the 1990s, TACA Airlines became the principal user and launching customer of the Airbus A320 model in Latin America. The Airbus A320 were substitutes for the aging Boeing 737-200/-300/-400 seri...
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...es announced that it would merge its assets with Avianca, a Colombian airline. The agreement was to work as a combined fleet but they will maintain their own trademark and operations. Avianca and TACA Airlines operate a combined fleet of 129 aircraft and serve over 100 destinations in several countries including the Americas and Europe. In December 2009, the Colombian Civil Aeronautical Agency gave approval for the merger.
Future
Grupo TACA has a created an aggressive growth and development strategy that is aimed at ensuring dominant revenue, competitive cost structure, world class product integrity, and programs that are needed to maintain a high morale and productivity. Grupo TACA calls this the ‘Focus Plan’ and is said to be able to generate over $500 million in annual revenues and is expected to generate over $1 billion in annual sales within the next 5 years.
The company was founded in Michigan in 1964, first known as Clippert Trucking and in 1974 changed its name to Ground Air Transfer, Inc. In 1983, the company began doing business as Charter One, a Detroit-based charter tour operator. Charter One provides travel packages to entertainment destinations such as Atlantic City, Las Vegas and the Bahamas. In 1992, Charter One changed its name to Spirit Airlines. The airline bought jet equipment into the fleet and then began booking passenger travel service to destinations such as Fort Lauderdale, Detroit, Myrtle Beach, Los Angeles and New York. Spirit relocated its headquarters to Miramar, Florida in December 1999. Expansion continued with the addition of the Chicago market, as well as coast-to-coast service to Los Angeles. In November 2001, Spirit invested service to San Juan, Puerto Rico. In fall of 2003 boughtt Spirit to Washington, DC’s Reagan National Airport and Cancun, Mexico. In fall 2004, Spirit introduced service to Santo Domingo, Dominican Republic. They now travel all across the world while still providing passengers with low
Delta Airlines was founded by C.E. Woolman, who was an agriculture extension agent. He was not as aggressive,
As Frontier approached its 10th year of operation, Frontier officials realized an image shift was in order. The airline had established a reputation for friendly and reliable service, and reasonable airfares, mainly appealing to leisure travelers. But they reali...
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The Airline Industry is a fascinating market. It has been one of the few industries to reach astounding milestones. For example, over 200 airlines have gone out of business since deregulation occurred in 1978. Currently, more than 50% of the airlines in the industry are operating under Chapter 11 regulations. Since 9/11, four of the six large carriers have filed for and are currently under bankruptcy court protection. Since 9/11 the industry has lost over $30 billion dollars, and this loss continues to increase. Despite the fact that the airline industry is in a state of despair, JetBlue has become the golden example, a glimpse of what the industry could be.
After conducting a basic 10 year financial analysis of the company, it has become evident that even with a highly competitive market structure they are able to improve on their performance. Ranging from 2004 to 2013 financial information, the company has shown a significant increase in their sales revenue roughly $3865 million sales in 2004 to almost four time that valuing $12970 million in 2013, which was an “increase of 10.4% over the 53 week prior year” The company’s growth strategy has been to diversify its product market and make them...
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.
As airline industry is a competitive marketplace, the airline companies use new technologies to improve their efficiency and decrease the overhead costs, including ‘advanced aircraft engine technology, IT solutions, and mobile technology’ (Cederholm 2014). The technology changes including technology improvement, new innovation and disruptive technology. The disruptive technology need to meet the characteristics of ‘simplicity, convenience, accessibility and affordability’ (Christensen 1995). The technology changes would bring both opportunities and threats to airline companies. Since Labour cost and fuel costs occupy 50% of most airlines operating cost (Groot 2014). Therefore, if new technologies could be disruptive in the two aspects, there will be important changes to current airline
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Airbus A380: How the Airlines Compare." Busineesstraveller.com. Panacea Publishing, 31 Aug. 2013. Web. 1 Dec. 2013.
Tom, Y. (2009). The perennial crisis of the airline industry: Deregulation and innovation. (Order No. 3351230, The Claremont Graduate University). ProQuest Dissertations and Theses, , 662-n/a. Retrieved from http://search.proquest.com/docview/304861508?accountid=8364. (304861508).
...ry long and successful history in the airlines industry, which makes it one of the leading airlines in the world. Also, it provides the most comfortable flights and services to its costumers and employees, which makes it unique.
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