They don’t have efficient control system that can oversee from designing and planning to manufacturing along with suppliers. For example, Dreamliner was aimed to reduce the financial risks involved in a $10 billion-plus project for designing and developing a new aircraft and reduce the new product development cycle time. But with the trouble getting enough permanent titanium fasteners, Boeing has to highly dependent on a few suppliers. This will inevitably increase cost. With bad communication, various manufacturers can’t design a proper software program for test the nose
In JetBlue case, the current economy situation creates high market entry barriers, which consists extremely high fixed cost and numerous capital requirement. Moreover, the potential and existing competitors affect the industry has a low profit margin, and it is difficult for new entrances to differentiate their products and services from competitors. The bargaining power of supplier is high. The key inputs for the airline industry are the fuel and aircrafts. Boeing and Airbus dominate the aircraft manufacturing industry.
Based on the book when there are competitive markets such as airlines, a company certainly needs to look at costs and revenue very closely. (Brickley, Smith, & Zimmerman, 2009, p. 180) In this case I believe that the flights from San Francisco t Washington DC should be discontinued. Even though United Airlines is a large company and profitable if they continue these flights in the long run they will lose money. The other option that they would have would be to increase the fares to cover those costs, but since the airline industry is a competitive market people are more likely to go with a lower cost airline. The first thing the airline must do is look at the firm supply.
Based on the summary table provided in the text book – the first thing that jumps out is how disproportionate the labor volume/number of employees is to the number of aircraft that the company has. The company has to make some tough decisions in streamlining the labor force to reduce the cost of labor and make itself more competitive with its peers in an industry where competition is stiff at the least. In addition to this the idea that they will be using more regional jets e.g. Mesa Air in medium markets may help alleviate operating costs that are also currently very high. US Airways may also want to look into the option of merging/working with one of the more successful low cost carriers as a strategic partnership 2.
As a duopoly, the entrance into the aircraft market can prove to be extremely difficult, not leaving many options for substitutes. Those that may even fathom the idea of entering the aircraft market are faced with considerably high set up costs. Cost may include, but are not limited to training, labor, personnel, and supplies, in addition to the cost of research and development and legal costs of new products. On the other hand, customers considering switching suppliers have very minimal buyer power and may also be faced with considerable costs. Such circumstances clearly clarify the high concentration in the aircraft industry.
For an airline to simply apply a percentage or portion of the costs of airport fees, baggage handlers, ticket agents and building charges to each flight to cover the costs of sunk or overhead costs would most likely eliminate 60 to 70 percent of the flights they provide. In every industry they have their “cash cows” if you will, that cover these sunk costs. So, providing additional fights to areas that are not as high demand can still be a valuable demand to be met provided they can at least cover the crew and fuel costs. If every airline did as the WSJ suggest in applying a percentage of the overhead or sunk costs of running the airline to each flight, many smaller regions would have very few flights in and out of those areas. Making travel to these areas much more expensive than what is really necessary.
On the other hand, if the customer’s payment is invalid, Flyaway.com assumes credit risk. Issue: Should Flyaway.com report its ticket revenue on a gross basis (as a principal) or net (as an agent)? Flyaway.com (“Flyaway” or the “Company”) must determine whether its ticket sales revenue should be reported gross (for the amount billed to the customer) or net (for the amount retained after remitting customer payments to the airlines). ASC 605–45 (Revenue Recognition—Principal Agent Considerations) addresses transactions and activities including: 15-2(b). Services offered by an entity that will be provided by a third-party service provider.
However, due to limited financial and human resources as well as the risk associated, only one market entry at a time is feasible. Genicon’s Strategy As 80% of its business is derived outside the United States, Genicon’s strategy is clearly based on international expansion and growth in order to sell the premium-priced disposables. In this context and in regard to the limited human and capital resources it is critical to enter the right market. Market entry mistakes, high-up front costs, or long start-up times will jeopardize the continuity of the small company. Although, the products are categorized as premium-priced and high quality and economies of scale, due to the small size of the company, cannot be realized, production and distribution costs are relatively low.
Threat of New Entrants: (“The high quality labor intensive creative and technological excellence, was difficult to scale due to scarce talent in marketplace and conflicting client needs”, p.1, para 2). From the above statement, it would be fair to infer that in the digital marketing industry (particularly in case of HUGE), economies of scale is nonexistent. Hence, there is no cost advantage that comes with volume. There are however a few barriers to entry for new entrants because of the “network effects”. (“JetBlue put Huge on the map and increased its credibility as a partner for larger business issues”, p.6, para 3).
The results of this evaluation define which stakeholders are fundamental to decision-making. This can be applied to labor-management bargaining unit negotiations with American Airlines. The primary stakeholders of American Airlines Labor Contracts are American Airlines – AMR, the Allied Pilots Association, the Transport Workers Union (TWU), TWU’s Air Transport Division, the Association of Professional Flight Attendants, the Federal Government, and the general American public. Although technically only applying to Railroad employees, in 1888, the first Federal labor relations regulations were enacted (Congressional Digest, 1993, p. 1). “In 1926, the Railway Labor Act (RLA) was