They also offer profit sharing which encourages the employees to help make SWA successful. Outside of their employees, SWA operates only one type of aircraft. This reduces the need to store additional parts and eliminates the need to train pilots and technicians. Lastly, they fly point to point, rather than from hubs, which reduces delays and captures demand as larger airlines might not fly from smaller airports. File 3. pg.
Language Analysis: "A Free Ride" In his opinion article, Professor McLellan asserts that free public transport is a better solution than increasing funding for road development. He uses a moderate tone to present himself as being logical and reasonable. McLellan appeals to an adult audience by emphasising the health, safety and financial benefits the community will gain. Professor McLellan appeals to the hip pocket nerve when he outlines the financial benefits of his scheme. He uses "savings", "Governments would save money", "$21 billion per year", in an attempt to emphasise his "commuters" that using public transport is better because it assists people to reduce the amount of money they spend each week when driving.
Lockheed Martin has produced this unique aircraft for over 60 different countries. While the exterior of the aircraft has had very minor changes, the interior has gone through a major overhaul. The most drastic change of this aircraft was the introduction of the J model. This version has vamped new life for the C-130 which in the late 1990’s almost looked to be an aircraft of the past. History of the C-130 Hercules The C-130 has been produced for the longest in aviation history.
As effective as its low-cost carrier business strategy may be, much of the company’s successes are attributed to its strong corporate culture, unique to the Canadian airline market. Not only are customers treated as valued guests, but emphasis is placed on the value of its employees, who identify themselves as ‘WestJetters’ in recognition of their connection to the company (Mark, 2001). The founders of WestJet have strived to create an environment that is youthful, fun, and relaxed; one where creativity and innovation are encouraged, and are recognized and rewarded (Mark, 2001). The company’s forthright cultural belief that trust in the decision making power of employees gives them an edge over the competition is believed to stimulate the WestJetters’ motivation and passion to succeed. The company has created a bottom-up management style with an egalitarian spirit (Mark, 2001).
They were right (southwest.com). On June 18, 1971, Southwest Airlines started its first customer service flights with three Boeing 737 aircrafts which serviced the golden triangle, Dallas, Houston, and San Antonio Texas. When Southwest Airlines exceeded the billion-dollar revenue mark, they officially became a major airline in 1989. Herb Kelleher, CEO, did not believe in hierarchies. SWA did not have an HR department, it had a People Department.
If the CEO and Chief Financial Officer (CFO) would use the holistic marketing approach the airline would benefit with the change. Both the CEO and CFO are ignoring good marketing and customer relations. By ignoring both of these principals Classic Airlines revenue is suffering. With holistic marketing everything matters. If the CEO and CFO adopt this principal Classic Airlines will thrive in the future (Kotler & Keller,
[5] Developed in consultation with eight major airlines, the 777 was designed to replace older wide-body airliners and bridge the capacity difference between the 767 and 747. As Boeing's first fly-by-wire airliner, it has computer mediated controls; it is also the first entirely computer-designed commercial aircraft. The 777 is produced in two fuselage lengths. The original 777-200 model first entered service in 1995, followed by the extended-range 777-200ER in 1997; the stretched 777-300, which is 33.3 ft (10.1 m) longer, began service in 1998. The longer-range 777-300ER and 777-200LR variants entered service in 2004 and 2006, respectively, while a freighter version, the 777F, debuted in 2009.
JetBlue believed that its web-based booking, rather than booking through ticketing agents, the company would be able to gain greater control on managing seat sales which in turn avoids customers being bumped. JetBlue also uses paperless cockpit, no meals served on any of its flights, and paperless ticket, which all reduce time and costs. They also use a single aircraft type, which in the long run keeps training costs low, and manpower utilization at a high. Another way that JetBlue utilizes it resources is by using the new A320s, which are larger and more fuel-efficient. JetBlue also has less congested airports, which helps to speed flight departures and get their passengers to their destinations in a faster manner.
It doesn’t matter if you work at McDonalds and developed a new, more efficient, way to wrap a Big Mac or if you are a medical researcher on the verge of curing cancer I guarantee that anyone making these positive contributions to their workplace feels a sense of pride. This pride will easily turn to happiness thus making this one of the determining factors in an ideal work environment. Secondly, it is critical to be part of a winning team when determining the ideal work environment. Up to 25% of my motivation can be directly linked to the successes at work, both on an individual basis and on a collective company success. This category is two-fold as the success is the motivator but the path to success is what makes the sense of accomplishment real.
JetBlue Airlines: A Strategic Analysis Founded on the principles of simple, low fares and bringing all possible comforts to their passengers, JetBlue Airlines has strived to become the premier discount airline in the United States. JetBlue offers their customers outstanding customer service, and amenities that rival the larger airlines and differentiate it from their competitors. While the airline is certainly a major player within their industry, there are opportunities available to grow and realize an increase in passengers,