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."

Tags:flight, amenities, security, commuters

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 next several pages also touch 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.

Tags:marketing, aeronautics, industry, flying

Abstract
This case study produces a strategic analysis of Virgin Blue Airlines, which is a subsidiary of the Virgin Blue Group in Australia. The paper discusses how Virgin Blue Airlines operates a fleet of 53 Boeing aircraft and maintains more than 2200 flights weekly in the Australian market. The paper also relates that in November of 2007, the airline is planning on adding routes to New Zealand as well. The paper reaches the consensus that the company is innovative and willing to embrace change as evidenced by its unique integration of kiosk check-in stations in its airports as well as web-based customer check-in functionality available at the consumers' homes. The paper further asserts that the company is an outperformer and recommends a strategy that Virgin Blue should expand its Web-based functionality to include customer web-pages hosted by the company that integrate its current frequent-flier programs, Web check-in functions, and related technologies that are integrated solutions in its customer relationship management platform.

From the Paper
"This case study produces a strategic analysis of Virgin Blue Airlines, which is a subsidiary of the Virgin Blue Group in Australia. Virgin Blue Airlines operates a fleet of 53 Boeing aircraft and maintains more than 2200 flights weekly in the Australian market. In November of 2007 the airline is planning on adding routes to New Zealand as well. The consensus is that the company is innovative and willing to embrace change as evidenced by its unique integration of kiosk check-in stations in its airports as well as web-based customer check-in functionality available at the consumers' homes. The company is an outperformer and the recommended..."

Tags:virgin, blue, airlines

Abstract
This paper examines Delta Airlines' 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 discusses the low budget airline, Delta Airlines and analyzes the airline industry that Delta competes in. It then looks at the strategic capability of Delta Airlines, specifically their introduction of a redesigned schedule for the forthcoming summer of 2008 accommodating the rising levels of customer demand at the JFK airport while taking steps to lower airport congestion and delays. The paper concludes with recommendations and justifications for a strategy that the airline should pursue.

Table of Contents:
Analysis Of The Airline Industry That Delta Competes In
Analysis Of The Strategic Capability Of Delta Airlines
Stakeholder Expectations That Is Critical To The Performance Of Delta
Strategic Choices That Is Critical To The Strategic Positioning Of Delta
Recommendation And Justifying A Strategy That The Airline Should Pursue

From the Paper
"It is important to learn from good companies that customer loyalty is still alive and customers do keep returning to companies that value them and serve them better. There has been a transformation in the manner in which companies carry out customer loyalty. First of all increased use of the Internet has metamorphosed how customers expect relationship-building to function. Delta must gear towards a system that understands that no more marketing and sales information has to be just shoved towards the customer. The times have changed when a company must understand that it should also permit customer to pull the marketing information they desire in terms of their need and finalize the purchase process on their terms. (Griffin, 31)"

Tags:airport, shareholders, loyalty

Abstract
This paper explains that deregulation of the airline industry is one major step in attempting to have a free and competitive market, one which benefits customers, airlines, governments, and the community at large. The author points out that the liberalization of the airline industry has resulted in the birth of low-cost scheduled airlines, primarily aimed at providing cheap alternate modes of transport for the average citizen, thus increasing passenger traffic. The paper relates that one of the results of deregulation has been the privatization of airports, which were traditionally operated by the government; Heathrow, Gatwick, and Stansted airports in the United Kingdom are some examples of airports totally under private management.

Table of Contents
The European Airline Market
Deregulation of the European Airline Industry
Low-Cost Airlines
Hub and Spoke System
Airlines Consolidation
Privatization of Airports
Sustainable Aviation

From the Paper
"European airlines are limited to a single market and thus often have to depend on a single hub for intercontinental services. This means that the companies cannot offer routes as they wish and may lose out on profitable opportunities. On the other hand, an US airline can have several hubs from where they can offer intercontinental services to several locations based on alliances with other airlines. Post de-regulation, airlines have the liberty to fix and revise fares as they wish. It could be seen that close to 85 percent of the commuters travel on reduced fares within the Union. On some routes, the fares are still higher and this deprives passengers of low cost options. Another drawback is the duplication of flight services on busy routes and lower size of aircrafts to increase frequency. These initiatives have increased the fuel consumption per passenger, raising energy conservation and environmental issues. Critics point out that the short-term and profits oriented approach of the private airlines is the main reason for this situation and governmental intervention is therefore required to stem further deterioration."

Tags:privatization, competitive, low-cost, hub, environment

Abstract
This paper examines the link that timing and scale have on investment at airports, particularly those in Australia. It analyses the affect that the complexity of airport operation has on development proposals and how airport managers must create investment rules, priority groups and networking teams to overcome specific problems in the airport management field. It also discusses how productive commercial relationships with airport customers, that is, airlines, are essential in determining precise requirements for airport development.

From the Paper
"The potential investment at functioning airports is an inevitable challenge faced by airport managers at some stage of an airport's life. Although it might seem a case of traditional economic theory, investment in the development of airports is far more complex and multifarious (Lawrence, 1999). Investment in indivisible, capital assets such as runways and terminal buildings, requires meticulous preparation, research and industry consultation. This is for a number of reasons associated with factors attributed with both primary and secondary airports."

Tags:australia, aviation, capital, cost, demand, deregulation, infrastructure

Abstract
This paper begins by providing brief background information about Southwest Airlines Co and notes that it continues to have one of the lowest operating cost structures in the domestic airline industry and consistently offers the lowest and simplest fares. The paper then presents an assessment of Southwest Airline's financial performance, which includes a discussion on the most important factors affecting the company's current performance. The paper also includes suggestions for financial strategies over the next five years.

Table of Contents:
Assessment of 2006 Financial Performance
Table: Operating Revenues
Table: Operating Expenses
Table: Other Income (Expenses), Net
Overall Assessment on Financial Performance
Most Important Factors Affecting the Company's Current Performance
Attracting Customers
Managing Its Fleet
Managing People
Managing Its Finances
Suggested Financial Strategies for the Next Five Years
Revenue Initiatives: Win More Business Customers
Manage Interest Expense
Fuel Hedging
Expansion: Enter New Markets
Continuing Productivity Development
Innovation: Advances in Technology

From the Paper
"Total revenues increased as revenue passengers carried increased due to new two destinations opened during 2006, the Denver and Washington Dulles and due to the passage of the Wright Amendment Reform Act in October 2006. Also average passenger fare increased from $93.68 in 2005 to $104.40 in 2006 to meet continues increase in jet fuel cost and to utilize increased demand on air travel as a result of the industry wide domestic capacity reductions."

Tags:revenue operating fuel, business customers, interest

Abstract
This paper explains that Southwest Airlines' company-wide goal of excellent customer satisfaction resulted in the implementation of new ideas of the founders, such as pioneering "ticket-less travel". The author points out that the corporate strategy is to build consumer loyalty by creating a work environment that promotes passengers seeing employees who are truly happy and having a good time on the job. The paper recommends that Southwest Airlines should continue to follow its current marketing strategy with the lowest fares, on-time flights, routine replacement and service of its extensive fleet, the usual in-flight snacks and beverages and, most important of all, the continued promotion of Southwest Airlines current corporate culture.

Table of Contents:
Historical Overview of Southwest Airlines
SWOT Analysis
Analysis of Strengths
Analysis of Weaknesses
Analysis of Opportunities
Analysis of Threats
Corporate Strategy Analysis
Corporate Strategy & Marketing Plan
Recommendations

From the Paper
"In 1971, Rollin King, who owned and operated a small commuter airline, and Herb Kelleher brought their ideas together about starting an airline. Their plan was very simple: Focus on customer service, provide low, affordable airfares, and fly to smaller, regional airports that are missed by the larger airlines. Over the years, Southwest Airlines has built its airline empire from flying routes solely in Texas, then eventually to more southwestern regions, to destinations all over the United States. Today, Southwest Airlines is one of the top five major airlines, flies to more than 54 cities ..."

Tags:deregulation, fun, employees, affordable, customers

Abstract
This paper describes Delta Airline's performance before deregulation and after deregulation when strong management and a strategic expansion plan bolstered strong growth and carried Delta to the top of the airline industry. The paper shows, however, how Delta's power as a corporate force caused it to be less competitive price-wise when discount airlines entered the market. The paper relates that this eventually forced Delta towards bankruptcy and its merger with Northwest Airlines. The paper examines the business issues for the CEO of Delta regarding the merger.

Table of Contents:
Abstract
History of Delta Airline's Performance Before Deregulation
After Deregulation
Strategic Acquisition and Craft Usage
Bankruptcy
Prediction of the Airline's Status in the Next Generation
Conclusion

From the Paper
"The history of Delta as a corporation really begins in the post deregulation free market environment after 1978. At this time, Delta was aggressive, early and effective in expanding, gaining competitive advantage and significant market share through effective strategic techniques such as licensing partnerships, plane leasing, and swallowing of failing airlines. However, after several decades of expansion, the prices of Delta became their biggest issue, as discount companies began competing by lowering overhead costs and services and passing those savings onto the customer. Bankruptcy revealed revenue issues that continue to exist, including rising oil prices. The onus remains on Delta to find ways to remain competitive against discount airline market offerings, and not to once again get lulled into a sense of security by the sheer size of their corporate entity and operation. To get out of bankruptcy, Delta had to earn concessions, concessions that they will have to repay, as well as merger costs. The challenges of profitability remain, even while gross profits are ensured."

Tags:management, expansion, prices, customers, competition