2. Wengart Aircraft has been spending a lot of time on rework and that is now acceptable in their company. This has had a different effect of how the customers feel and they are now complaining about this need for rework and lack of quality from Wengart Aircraft. They need to change their corporate culture to reflect the need for quality the concept of TQM cannot be successful going forward. Corporate culture must support continues improvement and quality needs to be seen as a way of life.
Exploitable- JetBlue could design the interior of the aircraft to improve passenger comfort and use E190 as an useful tool to expand market and attract new customers. Implication: The E190 provided a unique opportunity for the growth of JetBlue. However, this plane did not completely match the company’s current capabilities and costed a lot. Thus the CEO of Jetblue must change their strategic strategy to either keep E190 as a VRINE resource or sell it. Capability 1: High level of service (Bill of Rights) Valuable-
Going public when the airline industry are still suffering from 9.11 attack is adventurous, especially it is even harder when the competition of the airline industry is severe, given the fact that 87 new-airline failure over the past 20 years. However, JetBlue has good management team with strong capability, and it has considerable competitive advantage compared to comparable companies, hence there are more opportunities and strengths than threats and weaknesses. JetBlue’s executive management team have rich experience in the airline industry. CEO David Neeleman has extensive experience with airline start-ups and worked in various low-fare flights. COO David Barger and CFO John Owen had worked in airline companies before joining JetBlue.
The distinctive competency was to be the high service provider in the market. I chose to target the Mercedes (engineers and scientists computers) and named that brand Speed. I also chose to target the Traveler (travelers) and named that brand Aloha. The reason I chose these two markets is because both of these customers were willing to pay more for the product. Mercedes would pay $4000 and the Traveler would pay $3200.
Bombardier is highly leveraged with a high debt to equity ratio and minimal working capital. The financial position of Bombardier make it much more sensitive to risk than Embraer and less able to withstand any financial duress which may result from an unsuccessful new product. Bombardier has two successful airframes that have been in service for many years, the CRJ and Q Series. New versions of these airframes have been developed over the years to allow the company to continue to compete in the regional aircraft segment. The announced CRJ 1000 is the latest iteration of the CRJ serious and would allow Bombardier to compete against the Embraer 195in the 100 seat segment where it currently does not have a
When examining the problems at hand, it becomes clear that Boeing should focus on structure. Boeing has recently undergone some mergers and acquisitions and has a giant need to integrate these companies into the Boeing family so employees and consumers aren’t confused and to eliminate duplicate functions between organizations (Galbraith 2000). Secondly, technology is lagging not just in operations, but in employee data tracking and knowledge management. Another application of this could be in the marketing department through the use of metrics to better meet market demand. The use of a knowledge management system would also help to address the collaboration problem that Boeing has between employees.
West Jet Strategy 1. WestJet competes in the air travel market segment with a focus of providing low cost flights to the common traveler, such as friends and relatives. An order qualifier would be the timeliness of the flights. WestJet has achieved the best on-time arrival performance in its market segment which it is able to pass on to customer. As delays will often frustrate travellers, this can make WestJet that traveller’s top choice.
In addition, airplanes re-orders were being rescheduled. Rising fuel prices consolidation - Cost pressure – resulted as there was a decline in the industry as a whole. Increasing competitive intensity – Airbus, Boeings competitor, offered the same airplanes at cheaper costs. 2. What is the e-Enabled Advantage?
These intellectual property laws are recognized for major contributions to society and the economy. Recently intellectual properties have been credited with the majority of companies’ success, therefore catapulting intellectual properties to the forefront of our social and economic interest. Southwest Airline owns the rights to certain intellectual properties that allow it to stand out among its competition. If a company, especially one in such a highly competitive industry, does not have exclusive rights to certain aspects of its operation than it is extremely difficult to compete. The airline industry seems to be one those that it is very difficult to obtain intellectual properties, especially when dealing
It is consistently ranked as one of the top Fortune 500 brands. Southwest is renowned in the airline industry for its short turnaround time on arrivals and departures, and on-time flights. Many people recognize the reputation Southwest Airlines has in the airline industry and it appeals to many customers and potential fliers. The reputation and recognition of Southwest Airlines is enough to support the ad. The advertisement goes after the common sense of the reader because it is very simplistic.