Mission and Culture The mission of the company is to enrich the lives of everyone by providing safe, friendly and affordable air travel. It spends effort on managing employees in order to give a great experience to customers. For its excellence in culture, WestJet is one of Canada’s 10 Most Admired Corporate Cultures and recently it entered in the Canada Corporate Hall of Fame. WestJet is committed also to be greener both in the air and on the ground. To reduce emission footprint, the company uses efficient operation strategies to avoid unnecessary waste.
The core concepts of Jet blue lay mainly customer value and product leadership. Jet blue operates under a concept of offering a lower, more affordable option to consumers while not letting the value affect the levels of service. The accessibility of the airline creates an aura of extended service by providing contact to limited locations that traditionally can only be reached with the sacrifice of high fares. In order to make logical profitable, business model Jet blue operates an efficient load factor by maximizing the percentage of aircraft seating capacity. (Jet Blue, 2005).
JetBlue’s strategy for success is product leadership with customer value proposition. With their strategy they promise their customers high-quality customer service at a low fare on primarily point-to-point routes. This is evidenced by the fact that JetBlue has one of the largest load factors in the United States. JetBlue implements this strategy by having a productive workforce, having low distribution costs, flying the same type of aircraft, and utilizing their aircraft effectively. What business risks does JetBlue face that may threaten the company’s ability to satisfy stockholder expectations?
They need to enforce distinctive cost-saving methods in their production, operations, and selling that has allowed them to draw in the foremost affluent customers in discount selling. The central focus of their business model turned around high sales volumes and fast inventory turnover by giving fee-paying members beautifully low costs on a restricted choice merchandise that include a mix of across the country branded and illicit private-label products in an exceedingly wide selection of merchandise classes. This is an awfully appealing business model because it provides the power to control fruitfully at a lot of lower profit margin by securing marketer volume getting agreements, economical distribution, no-frill self-service warehouse facilities and supplemental membership fee revenue. Another magnet is because of the high sales volume and fast inventory turnover style of this business model, the accelerated money conversion cycle permissible Costco to gather the funds for inventory before marketer liabilities changing into due. This provided for marketer finance and also the ability to require advantage of early payment discounts that additional reduced operational prices.
There are several options available for customers to choose in this industry because the standard product and service are in this industry, so customers are more care about the price. And also the Internet makes customers research cheaper flight much easier than before and switching cost is low. The threat from substitute is high. Numerous options for customers can instead airlines, such as trains, buses, boats, and personal vehicles. Customers usually desire a cheaper way to travel if there are many options for them.
Project 2 Methods of Sale Private Treaty Auction Tender Auction Many people go for Auction because roughly 90% of agents will recommend it if you don’t have another preference. Agents prefer Auctions because this is the easiest and fastest method for them to make a sale and get their commission. Many sellers also choose Auction because they hope they can get a much higher price than the property is really worth. This is rarely the case. The truth is that properties that do well at Auction would have sold well with any method of sale (provided you have a skilled agent representing you) because they are usually very good properties.
The consumer buys the portion of ownership over the jet and can then decrease travel time while increasing comfort and broader airport access. Founders of Netjets Inc. implemented blue ocean strategy in this case, finding an "untapped" market void of competition- partial private jet ownership. Consumers find this service more expensive than flying commercially,
Bennett’s Machine Shop 1.) Pat Bennett obviously bases success on profitability. He said in an interview that he was determined to straighten out his business and try to tap into the open markets for engines in Lake Charles so that his business was not so dependent on one facet of the engine industry. Pat wants to take the company into segments of the industry that are proving to be lucrative and in demand like crack repairing, specifically for the often cracked cylinder heads that can easily run up to four hundred dollars each. Also, Pat believes that the aircraft industry could be a wise introduction for Bennett’s.
Travellers often use criteria such as non-stop service, time of day and flight frequency when selecting an airline. We continuously strive to design a network that meets the needs of our guests and provides affordable air travel that stimulates demand. We continue to add non-stop routes to our network to increase the travel convenience for our guests. For markets without non-stop service and to supplement non-stop routes, we provide through flights or connection services for our guests. To maximize aircraft utilization, we look for opportunities to operate our fleet in off-peak times when the aircraft would otherwise be idle, to serve markets that may not be as time sensitive or may be better served by evening flights.
The resources and capabilities that are critical to Southwest Airlines operations include a no-frills flight service to lower costs and minimize turnaround times, a family type corporate culture that ensures employee satisfaction and a frequent flyer program that retains loyal customers while adding new ones. These resources and capabilities are difficult to imitate by competitors which gives Southwest its sustainable competitive advantage. Southwest operates a linear route structure (point-to-point) through less-crowded secondary hubs in order to avoid flight congestion and high costs that are associated with primary hubs. This strategy perfectly caters to frequent business and leisure travelers who are willing to forego the frills offered by Southwest’s competitors for cheaper tickets. Southwest uses only Boeing 737 model planes for their flights, the usage of 737’s only reduces plane maintenance time and avoids delays.