| Papers [1-14] of 46 :: [Page 1 of 4] | | Go to page : 1 2 3 4 —> | Search results on "BRITISH AIRWAYS": |
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The Airline Industry and British Airways, 2004.
An overview of marketing strategies in the airline industry and British Airways.
4,848 words (approx. 19.4 pages), 14 sources, MLA, £ 85.95
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Abstract
This paper presents an analysis of the global airline industry and environmental factors affecting the airlines of today. It examines the marketing practices of airline companies focusing on those of British Airways. It also proposes the development of a marketing plan in order to advise British Airways for future development.
Outline
Introduction
The Airline Industry
EU Enlargement
Industry Factors
Marketing Plan
Positioning
Product
Place
Price
Promotion
Conclusion
From the Paper
"Firstly all airlines have to contend with factors in the micro environment. This includes an airline's competitors. Marketers, as well as adapting to the needs of target customers must also position their service strongly against what a competitor has to offer. An airline's pricing strategy and flexibility for example are important factors in determining whether a customer will fly with an airline or its competitor. A recent problem of the major airlines such as BA is the development of low-cost carriers such as RyanAir. They are playing an increasing role in commercial aviation accounting for more than 30 million passengers annually outside the US."
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British Airways, 2005.
A discussion on British Airways and the airline industry.
3,220 words (approx. 12.9 pages), 16 sources, MLA, £ 77.95
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Abstract
This paper considers the globalization of and relationships within British Airways. It explores the international strategic challenges the company faces in the financial sector. The paper offers an overview of the airline industry of British Airway's position in the industry. The author also includes schematic representation.
From the Paper
"The airline industry is one of the most heavily regulated industries in the world with some governments actively subsidizing their nation's air carriers and other government ..."
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British Airways in Japan, 2004.
An examination of the impact of the structural organization of British Airways on the opening of a hub in Japan.
1,928 words (approx. 7.7 pages), 6 sources, MLA, £ 42.95
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Abstract
This paper presents an examination of British Airways and its corporate governance. The writer explores the corporate policies and mandates of the airline, as well as discussing how corporate governance can be translated to work for British Airways in the nation of Japan. It shows how, as the world continues to globalize, and airlines continue to suffer from economic woes, it has become vitally important for airlines to have solid corporate support behind the decisions the company makes. It looks at how, in looking to expand, the airline might consider opening its doors in Japan. It shows that, while Japan is a nation with different traditions and cultures than those in Britain, there are many of British Airline?s corporate practices that would dovetail perfectly with that nation.
From the Paper
"The second aspect of corporate responsibility for the airline is managing the responsibility that it has bestowed upon itself. This means not passing the buck to those who are not involved, and not trying to blame others for things that go wrong. This is also another important aspect of allowing the airline to move into Japan as the country can rest assured that the company will accept responsibility for its actions and be accessible for communication if problems developed.
The very idea that the company names managing responsibilities as one of their important corporate policies means that it is a foundational portion of the way the company is set up to be run."
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British Airways, 2004.
A detailed marketing communications plan for British Airways European Passenger Business. It includes up-to-date situational analysis (PEST and SWOT), aims and objectives and a strategy for achieving results.
3,750 words (approx. 15.0 pages), 11 sources, MLA, £ 71.95
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Abstract
This paper outlines a marketing plan for the European Passenger Business of British Airways (BA). BA's communications strategy to date is reviewed and new objectives and targets to be achieved over the next year are set, in order to increase brand awareness and a loyal customer base. BA's current situation and strategy is analysed and the key problems and areas of weakness that need to be addressed are identified.
From the Paper
"However, events over the past three years (both internal and external) have hit profit margins and damaged the brand?s reputation and image, which have impacted sales. The Future Size and Shape plan was developed and implemented in 2002 to restructure the business and reduce costs, in order to achieve profits. Associated reductions in employee numbers amount to around 15,000. However, employee dissatisfaction has grown, with unions threatening strike action on an annual basis (August bank holiday weekend 2003 and 2004). Most recently this culminated in 100 flights being cancelled at Heathrow, partly due to staff shortages, which was estimated to have cost BA ?10m. Press coverage has been highly negative ? partly fuelled by BA?s poorly planned compensation offer (free flights to some employees, whilst customers have to apply for their money back). BA?s share price (see figure 1) has been affected by these developments, in addition to external factors such as fuel price rises."
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British Airways (BA), 2004.
This paper discusses British Airways as compared to its competitors, Air France and Ryanair.
2,045 words (approx. 8.2 pages), 16 sources, MLA, £ 44.95
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Abstract
This paper explains that, with a dominant position at London's Heathrow, Europe's busiest airport, BA enjoys a powerful franchise; but BA's cost-cutting, downsizing strategy has caused it to lose its leadership position in both the European and global markets. The author points out that the two segments of the market important to BA, transatlantic flights and business travel, have been particularly hit; compounding the problem is that British Airway's most important partner in the One World alliance of carriers, American Airlines, is in deep trouble. The paper states that BA?s response to competition from Ryanair has been poor because, despite projections that the low-cost carriers were expected to grow by thirty percent a year, BA sold its no-frills carrier, Go, in 2001 and put its marketing budget behind winning premium class passengers.
Table of Contents
Changes in the Business Environment
The Operations of BA, Air France and Ryanair
BA Marketing strategies (Segmentation, Targeting and Positioning)
Marketing Mix Comparison: BA, Air France and Ryanair
Change in Critical Success Factors for BA
BA?s Response to Ryanair
From the Paper
"With triple the costs of Ryanair, BA had relied on premium business travelers and transatlantic flights to absorb its expensive operations. And, it had not encountered meaningful competition from no-frills airlines. Therefore, the real critical factors for BA?s success were first-rate service and ample capacity across a large portfolio of destinations. As the market turned south because of a variety of issues such as economic recession, disease and terrorism, BA was ill prepared to readily streamline its operations and change its marketing strategy."
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British Airways, 2002.
An industry analysis of Britain's national airline.
2,805 words (approx. 11.2 pages), 18 sources, APA, £ 57.95
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Abstract
This paper provides a complete overview of British Airways. It begins with a SWOT analysis of the company, showing its strengths, weaknesses, opportunities and threats. The paper then takes a look at the company's operations, marketing strategies and target market. Finally, the paper looks at British Airways' marketing mix and key success factors before comparing it to a 'no-frills' airline.
From the Paper
"British Airways bears certain weaknesses that the company needs to overcome. Amongst these weaknesses is the lack of marketing strategy to win customer loyalty. Despite the great infrastructure hosted by the company, BA needs to carry out better marketing schemes to attract prospective travelers. The company suffers from a deprivation of strategic management for investment in the future which is most important for growth of the airline. The airline industry is growing due to globalization and needs of individuals to travel and explore. BA needs a strategic management strategy to keep its goals aligned with growing market trends to match needs of the future."
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British Airways, 2002.
This paper discusses the downturn in business activity for the airline industry since the Sept 11 attacks.
1,921 words (approx. 7.7 pages), 10 sources, MLA, £ 42.95
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Abstract
This paper explores the effects on the airline industry since the September 11 terrorist attacks in America. While the attacks happened specifically in the U.S., the paper notes that the effects were felt throughout the global airline industry. Specifically, the paper looks at the downturn in business experienced by British Airways and the subsequent government action which was taken to help the industry.
From the Paper
"The airline industry of Britain and elsewhere in the world has had a drastic set back due to the recent political climate. Although many airlines attribute the September 11 attacks as the core reason for their deteriorated performance nevertheless, according to a KPMG Corporate Finance report the European Airlines have been involve in a cyclical that entails financial performance dependent on fuel costs as well as exchange rate fluctuation."
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British Airlines, 2002.
A look at the business environment within which British Airways (BA) operates and how this environment has changed over the last 5 years using PEST analysis.
2,058 words (approx. 8.2 pages), 16 sources, APA, £ 44.95
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Abstract
This paper examines how, today, airlines have formed global alliances that also allow them benefit from each other's resources, such as additional routes and marketing strategies, as well as code-sharing agreements without incurring the high costs of expansion. It examines the advantages of this by analyzing the alliances, business strategy, and environment of British Airways in relation to other companies such as Ryan Air and Air France.
Outline
The Operations of BA, Air France and Ryanair
BA Marketing Strategies (Segmentation, Targeting and Positioning)
Marketing Mix Comparison, BA, Air France and Ryanair
Critical Success Factors for BA and How These Have Changed Over the Last Five Years
BA?s Response to Ryanair
From the Paper
"With a dominant position at London's Heathrow, Europe's busiest airport, BA enjoys a powerful franchise. But, BA's cost-cutting, downsizing strategy has caused it to lose its leadership position in both the European and global markets. Many believe it may become a take over target when an expected easing of the regulatory environment makes a radical consolidation of the European industry easier. Air France and Lufthansa are now outperforming BA in what could be a long-term battle to be one of Europe's two or three surviving major airlines. Under former CEO Ayling, it did little to draw customers and seemed not to bother promoting economy-class business--as if its position at Heathrow left passengers with few alternatives. BA has suffered particularly from competition on its U.S. routes, where it makes most of its money."
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Laker Airways, 2002.
A paper which traces the rise and fall of fledgling British airline company, Laker Airways.
1,176 words (approx. 4.7 pages), 3 sources, MLA, £ 27.95
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Abstract
The paper shows that as the early boom of commercial air travel peaked in the late sixties and early seventies, the cost levied by the most popular and powerful airlines had virtually no standard of limitation. There was little competition in Great Britain for economic command of the air industry and the British Parliament?s cozy relationship with British Airways ensured a monopolistic situation in which the consumer was not offered the advantages of a competitive market. The paper explains how this changed for a brief period in 1971 when Freddie Laker, former managing director of British United Airways, unveiled some of the groundbreaking features of his new Laker Airways. The paper discusses Laker's struggle in creating a Skytrain and the methods used by British airline in their attempts to prevent his airline dream of becoming a reality.
ITconcludes with the eventual folding of Laker Airlines in 1982 after it failed to break into the European market.
From the Paper
"His vision was of a steady service from London to New York with no advanced booking and no frills called Skytrain. The idea was to establish a first-come first-served day-of-departure system. For many years, Laker?s innovations stalled in the courts, where the major airlines, who stood to lose the most form Laker?s savvy, philanthropic business measures, wrangled to keep the Skytrain dream from lifting off the ground. The cut-rate fares and option laden flight packages that Laker Airways had spearheaded reflected rather poorly on the common practices of other, more bureaucratic and heretofore lucrative air companies. To avoid the exploitation of their flaws as consumer servicemen, as well as to stifle the rise of an able usurper in Freddie Laker, the major airlines united to throw one legal roadblock after another into the pathway of Skytrain and a proliferation of flyers? rights."
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Flying Merger, 2002.
Merger strategy between Royal Dutch Airlines and British Airways.
2,400 words (approx. 9.6 pages), 4 sources, £ 61.95
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Abstract
This ten page paper looks at the idea of how British Airways and Royal Dutch Airlines could merge to form a unique partnership. The paper also looks at the business stratagem of British Airways and how economies have affected their costs and profits. The paper also looks at possible changes in logos and how the effect of such changes within the industry would effect the two company's. Overall the paper is in favour of the merger and defends it.
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AirTran Airways, 2008.
An informative essay covering the reasons for success achieved by AirTran Airways.
1,599 words (approx. 6.4 pages), 10 sources, APA, £ 36.95
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Abstract
The paper discusses the background and activities of AirTran Airways, one of the largest and most successful low-fare airlines in the United States. AirTran Airways has received several awards and recognitions for its performance and service. The paper states that the success experienced by AirTran airways is a direct result of its effective marketing strategies which addresses the target market through the marketing mix of "four P's": product, price, place and promotion. The paper elaborates on these parameters that have enabled the airline to achieve its success.
From the Paper
"In general, AirTran Airways at its start-up attracted customers through the advertisement of low air fares, and expansion strategy that was aggressive, and a promotion that allowed customers between the ages of 18 and 22 years old to purchase flights very cheaply by flying stand-by (Barrett, 2006). Successful promotional strategies resulted in AirTran Airways being one of only a few airlines that recorded profit after the terrorist attacks of September 11, 2001 (Barrett, 2006). Furthermore, AirTran Airways has reported steady increases in its annual revenue over the past years since its inception."
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Customer Service at JetBlue Airways, 2007.
An overview of customer service and how it adds value for JetBlue Airways.
2,897 words (approx. 11.6 pages), 5 sources, MLA, £ 59.95
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Abstract
This paper examines how regional airline carriers can gain a competitive edge by providing quality customer service with a smile and how JetBlue Airways is evidence of this in action. In order to determine what JetBlue is doing right and what others are doing wrong in terms of the relationship between the company's crew members and its customers, and how these serves add value for the company, this paper provides an analysis of the case study, "JetBlue Airways - Adding Value." It also includes a critical review of the relevant peer-reviewed literature concerning this carrier and its customer service approach. A summary of the research and important findings are presented in the conclusion.
Outline:
Review and Discussion
Conclusion
From the Paper
"Even though words do in fact have power, it is probably impossible to force employees to be friendly and courteous to others, but it is possible to inculcate a corporate culture that encourages and rewards a friendly attitude towards internal and external customers, and this is precisely what JetBlue did to help accomplish the above-stated goal. "JetBlue has created a strong and vibrant service-oriented company culture. The company reinforces this culture by explaining to its employees the importance of customer service and the need to remain productive and keep costs down (Bodouva & Bodouva, 2004, p. 317). Indeed, JetBlue makes it clear to their employees that being courteous to each other as well as the company's customers is one of the reasons they have a job in the first place. "
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U.S. Airways, 2007.
An analysis of whether U.S. Airways' acquisition of Delta was a positive strategic move.
930 words (approx. 3.7 pages), 5 sources, MLA, £ 23.95
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Abstract
This paper discusses the issues facing the airline industry in the United States. In particular, it discusses the large number of airlines vying for competition and how this is impeding profits. The paper focuses on U.S. Airways' decision to acquire Delta and analyzes whether U.S. Airways made the right strategic move in doing so. The paper concludes that there is cost saving potential, but that Delta is a poor fit for a variety of reasons.
From the Paper
"The need for mergers in the airlines industry is compelling and combing airlines can have many synergies. But, has US Airways selected the right company to merge with? The answer appears to be no. Being number one does not necessary guarantee being profitable. There are usually cost saving opportunities through eliminating redundant operations in any merger, but the timing of the US Air acquisition and the fit between the companies are likely to impede progress. Given the immaturity of integration between US Airways and America West, US Airways is not in a position to take on a larger company that wishes to remain independent. Further, Delta hubs don't particularly compliment those of US Air. Perhaps rival United might rescues U.S. Air from its on blunder by making a higher bid for Delta."
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JetBlue Airways, 2005.
An overview of the company JetBlue Airways.
2,104 words (approx. 8.4 pages), 7 sources, MLA, £ 45.95
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Abstract
This paper provides a thorough overview of JetBlue Airways. It begins by discussing JetBlue's corporate background and then looks at major challenges currently facing the airline industry in general, and JetBlue in particular. An industry analysis is included and the paper ends with a summary and conclusion about the airline market.
From the Paper
"It appears that the airline industry will continue to struggle in the near future (3-5 years) (Peterson, 2004). Innovation among this industry has been stagnant and the structure of the industry desperately needs reform. However, JetBlue has an advantage in that the industry giants/multi-national firms are too large to react to the changing environment in a fast and effective manner. This creates a large opportunity for JetBlue to innovate and develop new cost efficient means of air travel. The terrorist attacks were a significant blow in exposing the weakness of the air transportation industry that were lingering for decades, but their needs to be a positive, defining moment where the industry innovates and decides to change the status quo and the industry. While Jet Blue has showed innovation in this area, the multi-national firms dominate the industry and they are not successful. The bottom line is without more leaders, the airline industry as a whole will continue to disintegrate and will not be an investment worthy area for years to come."
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