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,
Singapore Airlines Workforce Management Program Singapore Airlines, as a service industry, valued the quality of service they provided for their customers and felt that their superior level of inflight customer service set them apart from other airlines. The SIA executives were known to comment that the SIA cabin crews were vital to their inflight service, so they set high standards for selection of cabin crew and evaluation of their performance. They felt that the attention to detail a passenger received inflight was a reflection of the overall service of the airline (Hart & Lytle, 1989). Their primary focus regarding candidate selection was on the candidates overall attitude toward work followed by “appearance and posture, language skills, grace and poise, and previous work experience” (p. 5). Young-Crew Policy SIA’s wanted their cabin crew to be a reflection of their multiracial society drawing from its Indian, Chinese, Eurasian, and Malay cultures and their rich customs related to hospitality and service (Hart & Lytle, 1989).
Executive Summary Outlined in this analysis is the underwriting process for Jetblue Airways IPO as well as a description of the steps taking, and lastly the valuations for this IPO based on financial and non-financial information. JetBlue Airways is an innovative and low-fare airline that promised to “bring humanity to air travel back in 1999. Their primary goal was provide high-quality customer service for passengers flying in unique and new aircrafts that had leather seating free Live TV in every seat, pre-assigned seating, reliable performance and simple low fares. In this study we analyzed the value of debt of the firm to help us compare the effects of percent changes of price per share in relation to growth as well as the percent change in price per share in relation to cost of equity. We found that Cost of Equity has a much larger impact on PPS than Growth.
In 2014 the integration of Air-Tran will be completed. Southwest’s People Management Strategy The basic strategy Southwest Airlines employs regarding people management is employees first, customers second. "We offer Employees the same concern, respect, and caring attitude within the organization that they are expected to share externally with every customer." (Hoffer, 2005) At first glance, this strategy sounds absurd. On the contrary, this outside of the box strategy has worked since the company began serving customers.
3. The low-fare airlines strategy contributes a lot to the success of JetBlue. * JetBlue imitates Southwest Airlines to operate low-fare model that includes high-frequency, short-haul, point-to-point, low-cost service strategies. 4. JetBlue provides advanced and technological services to the customers, aiming to establish a professional brand in airlines industry.
I dream of becoming a pilot because I envision enjoying my career to the fullest. Yes, I understand the hardships; they come, among many important factors, with pay based on seniority and attaining just the “right kind” of experience to be hired for any given company. I have no shame in enjoying the adventure, and even the danger and unpredictability of what so many people, regardless of intellect, would never consider. Just because I am willing to take a risk to keep travelers safe does not mean I am of a lower value. I say this not to insult flying at all; I only bring up a common debate topic because of how I was raised - the airline pilot “collar crisis” - in a community of like-minded scholars.
The business model for Full Service Carriers (FSCs) main focus was to provide product quality and service to lots of cities. They had extra service features such as, for in-flight catering, entertainment, leg-room and loyalty programs. Structural changes within the industry gave emergence to another business model long before 9/11 which was the Low Cost Carriers. This model took market shares from FSCs, its main focus was to provide simple point-to-point services with no or limited connectivity and secondary airports. Porter’s five forces To analyse the attractiveness of the airline industry pre 9/11, it will be helpful make use of various models such as Porter's 5 forces framework.
Boeing VS Airbus A380 Business Interior Both Boeing and Airbus share some similar business practices and marketing techniques, but that’s where it stops, the rivalry and competition between the two companies has always proved to be beneficial to clients. Between the two companies, you are able to find the perfect aircraft for your needs. But between Boeing and Airbus, who provides the best marketing to clients, and most important, who has the better product. Boeing 787 Mockup Interior Boeing is staying away from the large capacity aircraft designs and is looking to producing the B787 Dreamliner which will be a quick and fuel efficient. Having already filled the market with 747s, Boeing is looking to capitalize on the demand for direct flights and medium capacity requirements.
JetBlue Airways: Starting from Scratch Case Study Analysis * This case illustrates how an entrepreneurial venture can use human resource management – and specifically a values-centered approach to management – as a source of competitive advantage. * The major challenge faced by Ann Roades is to grow this people-intensive organization at a rapid rate, while retaining high standards for employee selection, and while building a strong organizational culture. Strengths | Weaknesses | * Clear niche * JFK – protected slots * Political protection * Efficient * Quick turnaround at the gate; * Paperless * Low fares * Better product that Southwest * Wider seats * Less waiting in line * Strong top management team * Experienced * Cohesive * Smart * Well-funded * Flexible workforce | * Serious competition if they threaten major carriers * Potential competition with SWA as SWA grows * Though industry for start-ups * Difficult to hire quickly at high standards * No structures for building team and participation as they grow * Lack of standardization in HR policies could be source of inequity, division * Flight attendants turnover could create high training costs, poor service | Jet Blue Strategy: * Low cost, low price * JFK – under-served markets and beachhead for protected revenues stream * Increase demand through low fares * High asset utilization * High productivity (people) * People who might not otherwise fly (eg vacation), cost-conscious. Dangers of rapid growth: * Can they hire the right “type” of people who fit? * Will the growth lead to fragmentation such that they lose their focus and emphasis on people?
Within our homes, we display diversity and promote displays which reflect a positive image of diversity in the world we live in to be celebrated. Within the homes I manage, a discussion is held each month with the staff and young people about our 'culture board'. We look at the world around us and discuss and celebrate each month. With the young people, we look at