Abstract This paper seeks to explore various challenges that faced program manager Gary Allison in the management of Orion Shield Project. Some of these issues are technical, ethical, legal or contractual in nature. The Orion Shield Project was an undertaking to improve the structural capabilities of NASA's launch rocket booster known as the Shuttle Launch Booster. The paper is a study of the activities undertaken by Gary as a product manager in charge of phase one of the Orion Shield project.
From the Paper "According to Meredith, J. R, Samuel J. M, Samuel J. M, Jr (2005, p. 465), the wrong direction and failure of the Orion Shield project could be attributed to the wrong choice of the project manager. Gary was more interested and confident with his work as an engineer and not a project manager. His desire to experiment with his MBA coupled with Henry Larsen's insistence drove him to take up the management of this project. Because he was very new to project management, It was incorrect for Henry Larsen to let Gary be solely in charge of this project, the best way could have been to assign another more experienced project manager to work hand in hand with Gary or better still he could have allowed a more experienced project manager to lead the project while Gary worked as an assistant to the experienced project manager. Henry Larsen's motive could also be read in his choice of having Gary as the project manager, he needed a new inexperienced manager who could be easily manipulated to promote his unethical management standards."
Abstract This paper gives both sides to the argument about pilots carrying guns in the cockpits. The writer discusses how while, on the one hand, the pilots would be able to protect themselves and their passengers if they carried guns, on the other hand, there are those pilots that have never had gun training and do not care to handle guns. When they became pilots they did not take into consideration that they might have to become 'soldiers of the air' as well.
From the Paper "The Airline Pilot's Association, which is the largest pilot's union, requested support from its members in helping to pass the bill that would allow guns in the cockpit. Many pilots feel that if the pilots are trained in the use of firearms and feel comfortable with using a gun, there is no reason why they should not be allowed to have a gun onboard."
Abstract This paper examines how, while many previously successful airlines are challenged with labour issues, unsustainable cost structures and complex pricing structures, WestJet succeeds by filling the gaps that the industry has left open through operational and strategic deficiencies. WestJet is perceived as an "engine of the significant evolution in the airline industry". It looks at how in 2003, WestJet was named Canada's second most respected company, ranking first in high quality product and customer service and second in HR management and top of mind categories. It also examines how standardized flights, low prices, humorous promotions and web-based ticketing are the most visible components of WestJet's marketing strategy and how the underlying key success factor stems from the organization's low-cost strategic thrust and the eight unique business strategy components that support it. This paper details an analysis of the airline industry, the components that form WestJet's competitive advantage, the future of WestJet and the strategic recommendations to sustain the organization's growth. Included is Porter's Five Forces Model, a competitive analysis of the airline industry and relevant article studies.
Outline
1.0 Industry Analysis: General Overview
2.0 Competitive Environment: Facing Industry Challenges
3.0 WestJet's Marketing Strategy: Achieving a Unique Position
4.0 Low-Cost: WestJet's Strategic Thrust
4.1 "No Frills" Product/Service
4.2 Single Aircraft Type
4.3 High Aircraft Utilization
4.4 Simplified Route Structure
4.5 Ticket-less Distribution
4.6 Intelligent Technological Systems
4.7 Humorous Promotional Tactics
4.8 Company Culture: Tying it all Together
5.0 The Future of WestJet: More Destinations, More Growth
6.0 Strategic Recommendations: Customers, Competitors and Growth
6.1 Customers
6.2 Competitors
6.3 Growth
Exhibit 1 - Porter's Five Forces Model Airline Industry
Exhibit 2 - Competitor Analysis
Exhibit 3 - Strategy ComponentsExhibit 4: Relevant Article Studies
From the Paper "In 1987 the government deregulated the Canadian airline industry, allowing airlines to establish fares and conditions without any intervention and dramatically changing the industry dynamics. It is with this change that the "low-cost" business model fully came to life. Though the subsequent merger of Air Canada (AC) with Canadian Airlines dominated the market for a short time (with AC gaining 80% control over the market), the airlines control over the Canadian skies has not lasted long. With the costs of running a traditional airline escalating, a new strategic thrust has been adopted by both current and new carriers in the market who are now taking advantage of the increased demand for a low-cost no-frills product. Though WestJet is currently dominating the no-frills Canadian market, with a 55% market share for scheduled domestic flights, they have inspired others to adopt the "low-cost" business model."
Abstract This report examines the success and future potential of one of the new players in the airline industry. JetBlue is a fairly new organization that has been very successful in spite of the airline industry's recent demise. This report defines the domestic airline industry as it applies to JetBlue by doing an analysis of JetBlue's external environment, opportunities, and threats. By reviewing the industry life cycle, macro environmental trends, competitors, strengths, and weaknesses of three major competitors, like Southwest Airlines, the paper assesses the company's internal strengths and weaknesses.
From the Paper "The situation in the airline industry is near dire. Major airlines such as American Airlines, Delta, United and Continental have all considered or are pursuing bankruptcy as a way to stave off ultimate organizational collapse. Since deregulation, the only alternative for the major airlines has been bankruptcy as a way to remain solvent. The events of September 11, 2001, where terrorists hijacked jetliners and used them as missiles to attack several sites including the World Trade Center and the Pentagon are thought to be the reason the airline industry is in such financial trouble."
Abstract This paper explores an emerging technology known as the glass cockpit and explains the human factors that influence the implementation of this technology. This discourse describes the theoretical issues of the glass cockpit technology and the human factors associated with the invention and subsequent implementation of the technology. It also focuses on the advantages and disadvantages of the technology. The writer investigates the development of the technology and compares the glass cockpit technology with the traditional cockpit. It also discusses the military and civilian uses of the technology. Finally it explores the future trends of the glass cockpit.
From the Paper "The term "Glass Cockpit" describes a cockpit in which all of the displays are painted onto the glass of a computer screen. Glass cockpits replace a number of, switches, gauges, and indicators with automated display systems. The use of computers to manage the on-board systems, allows pilots to describe what they want to observe at the exact time that they want to observe the indicator. Glass cockpits have allowed contemporary aircraft to require only two crewmembers as an alternative to the three needed by traditional cockpits. (Krell)"
Abstract Effective communication is the key to any business success. The communication process is essential to employee morale, efficiency, and bottom-line profits. Both internal and external publics are addressed in the communication process. The external publics consist of vendors, competitors, customers, and Wall Street. This paper discusses the communication process and looks at the impact of effective communications on Southwest Airlines's external publics.
From the Paper "Southwest Airlines has used effective communication to grow from a small Texas intrastate airline, into the fourth largest airline in the United States (Kim). The mission of Southwest Airlines is dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit. Southwest is committed to providing its employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Employees are provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer."
Abstract This paper deals with the background and decision making process for the development of the Boeing 777. The demand and innovations of the 777 are further discussed. The majority of the paper uses net present value (NPV) and the weighted average cost of capital to determine if the 777 project added value to Boeing.
Outline
Background
Program Snapshot
Innovations
The 777 Decision
Demand for the 777
Development, Life Cycle and Costs
Financial Analysis: Net Present Value of the 777
Conclusion
Works Cited
From the Paper "The Boeing 777 program was launched in October 1990 with Chief Executive Officer, Mr. Frank Shrontz, at the helm. It all started with an order from United Airlines, and in June of 1995, United flew its first 777 in revenue service. The market's demand for size, shaped and launched the newest member of the Boeing twin-aisle family -- the 777. The airplane design offered features, innovations, and approaches to airplane development that set the standard for delivering value to the airlines."
Abstract This paper provides a complete overview of British Airways. It begins with a SWOT analysis of the company, showing its strengths, weaknesses, opportunities and threats. The paper then takes a look at the company's operations, marketing strategies and target market. Finally, the paper looks at British Airways' marketing mix and key success factors before comparing it to a 'no-frills' airline.
From the Paper "British Airways bears certain weaknesses that the company needs to overcome. Amongst these weaknesses is the lack of marketing strategy to win customer loyalty. Despite the great infrastructure hosted by the company, BA needs to carry out better marketing schemes to attract prospective travelers. The company suffers from a deprivation of strategic management for investment in the future which is most important for growth of the airline. The airline industry is growing due to globalization and needs of individuals to travel and explore. BA needs a strategic management strategy to keep its goals aligned with growing market trends to match needs of the future."
Abstract This paper is based on the airline industry and discusses a brief history of this industry, an industry overview, and a SWOTT (Strengths, Weaknesses, Opportunities, Threats, and Trends) analysis of the industry. It also addresses the impact of real Gross Domestic Product (GDP), the unemployment rate, and the inflation rate as measured by the consumer price index (CPI). The paper includes three economic indicators.
History of the Industry
Industry Overview
SWOTT
Gross Domestic Product
Unemployment Rate
Inflation Rate
Economic Indicators
In-depth Analysis
Final Recommendations
From the Paper "Business travel still plays a significant role in the airline industry. Although many advents in business communications technology have evolved, something remains to be said about the quality and quantity of business conducted in face-to-face meetings. Competition for business travelers is intense with legacy carriers and low-cost carriers vying for revenue. Today, the financial benefit is in the business community's favor although it is expected that in late 2005 excess capacity consumption will allow the airlines to begin charging higher fares (National Business Travel Association)."
Abstract This paper discusses the rising cost of security and how it is hurting airline business in the United States. The writer describes how the price tag attached with extra security measures is bringing down major airlines that were already facing a dearth of business passengers and rapid cuts in the number of flights after September 11.
From the Paper "United States government is not only anticipating more terrorist attacks in future, it is also asking its people to pay a huge price for this fear. While the government rightly wants to beef up security in order to protect its people from terrorist activities in future, the people are unfortunately being made to pay for these governmental plans. The price tag attached with extra security measures is bringing down major airlines that were already facing a dearth of business passengers and rapid cuts in number of flights after September 11. It is important to understand that airlines industry along with the rest of travel industry has suffered immensely after September 11 but the reason why it has failed to make a decent recovery is because government is consistently levying security surcharges, which most United States airlines cannot afford. "
