Abstract This paper reviews the ways in which airports and airlines across America are trying to target and accommodate customers in the aftermath of the industry's near-collapse after 9/11. The paper particularly looks at how airports are trying to assuage security concerns while simultaneously offering new services to busy professionals. The writer also touches upon how airports are attempting to link their facilities to the buying predilections of certain segments of the population. Additionally, the paper reviews the determined efforts of the airline industry itself to offer more "bang for the buck" while doing what it can to reassure customers that their flight experience will not be troubled by concerns centering around whether or not their luggage will arrive with them at their destination.
From the Paper "Busy commuters, security "freaks," and consumers interested in easy access to niche providers are only a few of the customer demographic groups that stir the interest of airport management. Another group, frequently overlooked, is the airport user who is a compulsive shopper. Naturally enough, these sorts of individuals are a key demographic inasmuch as airports are wholly aware that items purchased on their premises mean money in pocket at the end of the fiscal year. Of course, logic dictates that airport marketing professionals are well-acquainted with certain groups - it could be young women, affluent elderly couples, or businesspeople with a penchant for impulsive buying - that like to buy items (and specific types of items) at the airport rather than elsewhere at a store. The problem, or so it would seem, is that knowing individuals (and which kinds) who want to buy at the airport does not necessarily translate into providing the sort of technology or services that can facilitate their purchasing decisions and activities. Consequently, the airport truly desirous of deriving profit from waiting families or individuals must renovate its inner structure and give people ready access to such technology."
Abstract In this article, the writer notes that there are two different major classifications of airlines, legacy carriers such as Delta Airlines, American Airlines and United with hub-and-spoke systems and newer low-cost airlines such as Southwest, JetBlue, and AirTran with point-to-point models. The writer notes that armed with lower airfares, low-cost carriers have already captured around 20% of the market and are rapidly gaining an even greater market share. The writer explains that most legacy airlines have at least one central airport that their flights have to go through and from that hub, the spoke flights take passengers to select destinations. This hub-and-spoke system is in sharp contrast with point-to-point models that fly directly between two small markets. The writer discusses that in the past, hubs enabled legacy airlines to provide frequent service to many cities with short layovers, but now many travelers are no longer willing to pay high ticket prices.
From the Paper "Because Delta has an expensive hub-and-spoke business models, weak financial performance, anemic consumer demand and higher energy costs, it doesn't make sense for it to try to compete solely on price. Instead, Delta needs to explore price discrimination to find those customers that are willing to pay more for airline services. Given weak demand, increased competition and a flat or marginally improving economy, one-to-one marketing practices are needed to find new customers and to justify their higher prices.
"On the Internet, airlines have access to personal data entered by the consumer (name, address, gender, email, phone, credit card numbers, travel preferences) surfing patterns and purchase history. This type of information provides unparalleled opportunities for price discrimination. Not only can Delta rely on supply-and-demand factors to formulate different prices for the same service, it can now use their wealth of customer data to charge consumer's maximum prices."
Abstract This paper examines Delta Airlines's financial and marketing goals and notes how the financial objectives are closely linked to the marketing goals. The paper looks at how Delta focuses on the needs and wants of its customers, as well as how it has been financially affected by the September 11 terrorist attacks. The paper also discusses the areas that Delta intends to target for marketing purposes and where it faces the greatest competition.
From the Paper "The company's financial objectives and goals are closely linked to its marketing plan. Vicki Escarra, Chief Marketing Officer of Delta Airlines says that the company's singular dedication to the needs and wants of consumers has allowed Delta to survive and thrive in the most difficult market environments (Morris, 2002). One event that shook Delta and the rest of the airlines was the terrorist activities of September 11th. Increased expenses due to security training, cockpit door reinforcement, and insurance costs dramatically altered the airline's fixed overhead costs."
Tags: corporate, travel, industry, domestic, international, airports, seats, flown, miles
Abstract This paper examines the reasons why more and more of the airlines today are see their profits plummet, claiming bankruptcy and are going out of business. It evaluates why airlines are so costly to operate due to rising fuel costs, rising labor costs. It examines other unforeseen factors such as the events of September 11 which have drastically reduced the number of passengers on flights. According to the author many of the tactics that have worked in the past to raise revenue will not work in today's airline market. The author summarizes that adding flights and adding new airports to their networks are not going to help increase profits if the passengers are not there to fill the seats.
From the Paper "Despite the fact that many analysts feel that business risk is one of the major determining factors of the capital structure of an airline or any company, the existing research does not provide a definitive answer as to whether an increase in business risk should cause it to lower its level of debt in its capital structure. Many textbooks, in fact, affirm that there is an inverse relationship between the optimal debt level and business risk. The reasoning behind this is that the presence of debt in the capital structure increases the probability of bankruptcy. Those airlines that have more business risk or more volatile cash flows have a higher possibility of bankruptcy for any given level of debt."
Abstract This paper analyzes the effectiveness of the Transportation Security Administration with respect to airport security from September 11, 2001 to 2007. The paper discusses the problems with the TSA's improvements in airline security and shows how technology upgrades and increased personnel training are the most suitable solutions to improve the effectiveness of airport security in the United States.
Outline:
History
Problem
Stakeholders
Criteria
Alternatives
Impacts of Alternatives
Valuation and Tradeoff Identification
Political Feasibility and Implementation
From the Paper "Prior to the terrorist attacks of September 11, 2001, airport security efforts focused primarily on screening passengers and carry-on luggage with metal detectors and X-Ray machines. Following the tragedy, Congress ordered the Transportation Security Administration (TSA) to screen all checked baggage for explosives and random searches were added to security lines. Other enhancements to airline security post-9/11 included allowing pilots to arm themselves and placing air marshals on commercial flights. The new security measures and extra precautions have conflicted sharply with traveler efficiency and convenience, and pressure has built from the public to reduce this friction between safety and expediency."
Abstract This paper examines the airlines industry in the United States, Europe, and Australia since 2001 in relation to human resources. The paper identifies human resources challenges and makes recommendations for future productivity based on an extensive review of the literature. The paper explains that many changes have taken place in the airlines industry since September 11, 2001 and a great amount of restructuring has been necessary in order for the airlines to stay in business. The paper then looks at the various airlines, their issues and trends.
Table of Contents:
Objective
Introduction
I. Issues, Trends, & Challenges
US Airlines Southwest Airlines Air Tran Airlines American Airlines European Airlines British Air/Go!
Easy Jet
Aer Lingus
Lufthansa/Germanwings
Australian Airlines Virgin Blue Airways
Qantas/JetStar
Air Asia
II. Airline Industry Employee Survey
III. Health Risks
IV. Recommendations for Airline Industry HR
V. The 'Keys' to Healthy Airlines Human Resources
Summary and Conclusion
From the Paper "Certainly this will cause restructuring in terms of Human Resources in job function and description relating to the role of those responsible for assuring such disinfection of airline carriers. This has however, been addressed by certain airlines under review in this study in that flexibility in job role has been adapted by several airlines. This need for job role flexibility is further noted in the work of Guillet, et al (1999) in the work entitled: "Origin and Prevention of Airport Malaria in France" published in the Tropical Medical International Health Journal (1999)."
Abstract A paper on airport security, examining the roles played by the public administrator, airport managers, airlines and security firms. The paper further considers the sources of poor security performance in the poor training and low wages of security and security-related personnel.
Abstract This paper discusses the Canadian airline industry. Some historical reference is used to support the research and particular emphasis is given to Air Canada. Air Canada is Canada's largest airline with approximately 70% of the market and as such has a considerable impact on the overall economy. Some mention is given to the national airport systems (NAS) and its relationship to the airline industry.
From the Paper "The Canadian Airline industry is often overlooked in relation to the North American airline industry as a whole and in relation to the financial woes of the American airline industry. Yet, the Canadian airline industry suffered as much a devastating blow due to the events of September 11^th, 2001 (9/11) as the American airline industry. A general global spiral in the performance of air carriers internationally has not bypassed the Canadian airline industry either. "
Abstract In the international airline industry, the notion that "bigger is better" has led to industry-wide consolidation via mergers and acquisitions as national barriers to market expansion are diminished. At the same time, there are growing concerns being expressed by consumers and regulatory agencies alike that consolidation of airlines on a global scale may not necessarily be in the best interest of these groups. The airlines may be opening the door to some kind of re-regulation both in the United States and in Europe. This paper examines these matters in the context of an international industry environment that faced difficult times in 1999, when a rise in fuel prices and growing market competition drastically effected the budgets of both domestic and international carriers. An overview of the industry is followed by a discussion of hub systems and their effects, code sharing agreements and strategic alliances, internet ticket sales and related matters.
From the Paper "In the United States, David Leonhardt (1998) has reported that the government is being pressured by interest groups representing smaller airlines to deregulate route control policies and to open up competition to smaller carriers that are now not able to compete in certain major markets. Five separate airline bills are still pending in the US Congress and the airline industry lobby groups are competing for the votes of key elected officials. As Leonhardt (1998) states, these special interest groups are lobbying elected officials and attempting to influence civil servants at the Department of Transportation who will participate in providing Congress with the information upon which deregulation decisions will be made."
Abstract The paper examines Continental Airlines' chief executive officer, the services that the company provides, the well-being of its employees and the strategies it uses, in order to learn how the airline's management team successfully brought the airline back to the top of the industry. The paper concludes that Continental Airlines' management team shows great strength by working to implement the Go Forward Plan and trying to apply a strategy based on establishing deep customer relationships, to create customer loyalty and brand attraction.
From the Paper "What does it take to become the fifth largest airline in the world? The answer to this question can only be attained by examining the details of Continental Airlines, currently the fifth largest airline in world. Continental Airlines is a major U.S. air carrier, serving approximately 151 domestic and 120 international destinations worldwide. The airline provides air service to its destinations from four major hubs in Houston, New York/Newark, Cleveland, and Guam. Continental began service in 1934 as Varney Speed Lines (named after one of its initial owners, Walter T. Varney) operating out of El Paso and extending through Las Vegas, Albuquerque, and Santa Fe to Pueblo (Colorado). "It was renamed Continental on 1 July 1937 after a new owner Robert Six had taken a forty percent ownership with Varney's co-founder Louis Mueller" (Sterling, 1974, p.103)."
Tags: employees, customer, satisfaction, environment, Go, Forward, Plan
Abstract This research paper examines the statistics and incidents post-September 11th in which their have been security breaches on aircrafts allowing weapons to be brought on board. Also on the basis of the information and facts presented, predictions about the future of airline security are made.
From the Paper "Terrorism has now and for years past been a word that strikes fear deep into people's hearts. Webster's Dictionary defines terrorism as mass-organized ruthlessness (323). In Zafar Siddiqui's article, "Terrorism statistics just do not add up", he states, "The State Department says that from 1996-2000 there were 676 terrorist incidents directed at the U.S. worldwide," (Siddiqui). Remember, that fact on terrorism is only about incidents directed at the United States and does not include terrorism directed at other countries. "On September 11th, 2001, hijackers rammed jetliners into each of New York's World Trade Center towers, toppling both in a hellish storm of ash, glass, smoke and leaping victims," (Jones). After September 11th, security at all major airports was increased. Though, post-September 11th one is left to ask, can our present security measures really deter weapons from being brought on our airplanes?"
Abstract This paper presents a thorough analysis of the business practices and policies of Southwest Airlines and why they have made the company so successful. The paper discusses the leadership skills of Southwest Airline's CEO, labor relations in the company, its business strategy and operations, its safety and security policies, and its fleet management methods. It relates how these attributes have made the company the success it is today.
Reasons for Success
Current Status
History
Management Style
Operations
Routes and Planning
Fleet
Safety and Security
Strategy
Financials
Competition
Labor Relations
The Future
From the Paper "Southwest Airlines is ?free to move about the country,? and it does so more than most. In fact, it is ranked as the fourth largest airline in the nation, despite that fact that it is the low-fare leader and doesn"t actually land at all the major airports nationwide, as other major airlines and/or their partners do. In fact, it won"t even transfer passenger luggage, not even on its own flights. And it doesn"t participate in the online booking services"Expedia, Travelocity, etc."relying completely on its own system to serve passengers. Its ground crew and flight attendants don"t wear imitation military uniforms; they wear khakis and polo shirts."
Abstract This paper discusses the measures taken to deal with airline security following the 9/11 attack and highlights their limitations and effectivity. It examines the airport screening process and the problem of balancing security with costs.
From the Paper "The terrorist attack of September led to a great increase in concern about airline safety and security with regard to terrorism. That airline passengers and crew were at some risk from ..."
Abstract This paper examines the history and expansion of the airline industry. It discusses the role of the government of the United States in the supervision, control and funding of the industry and how this directly led to the industry's growth. The paper specifically focuses on the airline industry pre-World War II, post-World War II and in the modern era.
Table of Contents:
Abstract
Prior to World War II
Post-War
Into the Modern Era
From the Paper "The airline industry continues to be supported by the government to the present day. The massive industry has innumerable concerns to be addressed and regulated, namely those of safety and economics. The US Government assures the safety of its travelers via the TSA, and continues on supporting the continued growth and efficient functioning of the industry through funding, grants, and regulation. Were it not for the initial impetus given to airports due to the government's massive funding of them due to the increased necessity during World War II, the industry would not have advanced at nearly the same rate, and the world today would be a different place."
Abstract The paper examines the challenges facing Southwest Airlines, which include the competition from other airlines, pending negotiations with worker unions and two significant leader retirements. The paper then analyzes the strategies of other low-cost airlines, with a focus on JetBlue, to determine how Southwest Airlines can meet current and future challenges. The paper shows how Southwest Airlines must maintain not only its internal culture, but also its external relationship with current and potential customers.
Outline:
Background and Challenges: Southwest
Other Airlines and Strategies
Recommended Strategies for Southwest Airlines
From the Paper "Both major and low-cost airlines face significant challenges in their business world today. Not least of these is the universal horror of rising oil and gasoline prices. The major airlines particularly have attempted to mitigate this by cutting onboard features such as free meals and in-flight movies (Kerensky, 2007). Others have increased the cost of their first-class tickets in order to keep their other fares as low as possible. However, the concept of the low-cost carrier has offered increasing competition to major airlines: in addition to maintaining lower costs on their fares, they also offer passengers a level comfort they have no longer come to expect from the major carriers. Hence, according to Kerensky (2007), there has been an increasing trend in passengers preferring to use low-cost carriers to the major airlines. "
