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Airports, Airlines and Customers, 2008.
This paper provides a look at the services offered by airports and airlines to target customers.
1,600 words (approx. 6.4 pages), 6 sources, APA, $ 52.95
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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."
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Airline and Airport Security, 2002.
An overview of the security measures in the airline industry since September 11th.
925 words (approx. 3.7 pages), 11 sources, MLA, $ 32.95
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Abstract
After the devastating effects of September 11th, airline and airport security are paramount to most American travelers. The paper begins with a brief history of aviation security before examining what the American government is doing to enhance security today. The paper examines what the Federal Grant Program to Strengthen Aircraft Security entails and addresses additional changes such as the take-over of airport security by the Transportation Security Administration (TSA).
From the Paper
"So why was airport security so poor and why has it been under constant scrutiny by the public and the FAA? Even before the terrorist attacks on September 11th, the airport security industry was troubled. Airport security companies were forced to work under a vicious cycle of economic forces that it could not control. Airlines, in order to save money, have commonly gone with the lowest bidder. In order to win these contracts, security companies paid a lower wage to its employees. Sometimes the old adage of you get what you pay for is true. Security staff workers at airports received little training and had limited backgrounds in the field of security. Most had no security background at all. (Boyne) This type of inert protection may have worked well in the 1970's when threat of a non-violent, non-suicidal hijacker with a metal weapon was involved."
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United Airlines, 2004.
This paper is a public relations (PR) proposal for revitalizing the public image of United Airlines.
2,550 words (approx. 10.2 pages), 9 sources, MLA, $ 77.95
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Abstract
This paper explains that United Airlines' image suffers because of terrorist events, relationships with employees due to downsizing, and the announcement of bankruptcy of the airline; therefore, the airline does not enjoy a good reputation with any of the entities with whom it interacts, including consumers, employees, or even the stakeholders. The author uses research to lay the theoretical framework by identifying theories and models that advocate the importance of restoring the image of United Airline. The paper concludes that the basic strategy the airline should communicate to the consumers is, "United Airlines follows the tradition of trust and security".
Table of Contents
Introduction
About United Airlines
United Airline and Public Relations
Research
Objective of the Research
Importance of Public Image
Theoretical Framework
Organizational Image Management Theory
Image Management Model
Questions Used in Research
Objectives
Restoration of the Public Image
Enhance Communication with Consumers
Increase Consumer Confidence
Emotionally Appeal to the Consumers
Maintenance of the Public Image
Strategy and Implementation
United Airlines Follows the Tradition of Trust and Security
Electronic Media
Sponsorship
Employees
Campaigns
Evaluation
From the Paper
"The public image of an organization is closely related to the survival of the business in an industry. An improved public image increases the chances of business catering to consumers that have already utilized the organization's products/services. This further increases the chances of gaining consumers loyalty if the public image of the organization is sustained. With a sustained public image, organizations have the chance of increasing the number of loyal consumers of organizations' offerings, consequently improving the chances of businesses to maximize their profits and reduce costs by achieving economies of scale."
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Stakeholder Analysis at South West Airlines, 2007.
An analysis of the relationship between the stakeholders and their roles at South West Airlines.
2,966 words (approx. 11.9 pages), 17 sources, APA, $ 87.95
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Abstract
This paper presents a strategic analysis of South West Airlines. It identifies various stakeholders and their relationship with each other. It also looks at their effect on the success or failure of the strategy of South West airlines. The paper discusses the background of South West Airlines and moves through its strategic planning process and identifies the various stakeholders' roles in the strategic planning process of the airlines. The paper concludes with recommendations for the airline.
Table of Contents:
Introduction
Project Background
Project Stakeholders
Stakeholders at South West Airlines
Relationship between Various Stakeholders At Southwest Airlines
Conclusions
Recommendations
From the Paper
"US Congress passed an Airline Deregulation Act 1978. This law permitted inter-state air flights. Southwest's attempt to become an inter -state airline soon faced political obstacles. Southwest wanted to operate all its inter -state flights from Love Field Airport, which was very close to downtown Dallas. On the other hand all other airlines operated their flights from Dallas Forth Worth (DFW) airport, which was far away from main city. Fearing that Southwest will be able to get larger number of passengers on inter-state routes, its rival airlines with the aid of Fort Worth Congressman Jim Wright tried to pass a law banning all inter state flights from Love Field Airport. Southwest bosses Kelleher and Collin in a counter action, succeeded in winning support of influential Senators -the members of upper House of Congress. The lawmakers supporting the two sides then negotiated an agreement, which is known as Love Field Compromise. Jim Wright's attempt to use Congressional opinion against inter-state flights from love Field and counter action taken by pro-South-West Senator with regard to using the Love Field airport is an example of how Political Institution like the U.S Congress and politicians can influence business environment either by creating opportunity or blocking it."
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Adaptive Business-Level Strategies in Airlines, 2004.
A case study of Southwest Airlines and Lauda Air.
1,778 words (approx. 7.1 pages), 20 sources, MLA, $ 57.95
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Abstract
This paper examines the link between two airlines - Southwest Airlines and Lauda Air and the business-level adaptive strategy model originally conceived by Miles and Snow. It positions the two airlines within the model, stating their strategic characteristics as a defender, prospector or analyser. Comparisons are made between the styles and products of the two airlines. The benefits of using benchmarking principles to improve financial and commercial performance is also discussed.
Outline
The Miles and Snow Typolopgy
The Defender
The Prospector
The Analyser
Southwest Airlines
A Cut-Price Airline
Robbins' (1994) Evaluation of Southwest
Benchmarking Southwest's Performance
Lauda Air
An Innovative Carrier
Driving the Future
Benchmarking Lauda Air's Performance
Conclusion
From the Paper
"The defender strategy is generally used by businesses in a stable, established industry environment, or an environment viewed as that by the company. Defenders pursue permanence and strength by focussing on a specific product for a specific market. Businesses using this type of strategy act aggressively to defend their product, preventing new competition to penetrate their niche market (Robbins, et. al., 1997). Defenders are often ignorant towards industry developments, primarily focussing on their own product and improving it's own efficiency. Therefore, defenders are subject to minimal growth and innovation, but increased efficiency."
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Ethics in Southwest Airlines, 2005.
This in-depth paper profiles the corporate and business practices of Southwest Airlines while primarily focusing on the company's approach to business ethics.
7,288 words (approx. 29.2 pages), 17 sources, MLA, $ 161.95
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Abstract
The writer of this paper analyzes the on-going success of Southwest Airlines which continues to remain a leader in the industry during an era when more and more airlines are facing closure and bankruptcy. This paper delves into the numerous crises faced by Southwest Airlines which the company has successfully managed to weather. The writer delves into the history of the company which began in 1971 with only three aircrafts while also discussing the company's primary goals and vision. This well-researched paper analyzes the business ethics and corporate structure of Southwest which states that their employees are hardworking, dedicated and highly motivated and a significant contributing factor to the company's overall success. This paper also contains the results of published studies as well as statistics and data relevant to this particular topic.
Table of Contents:
Abstract
Introduction
An Overview of the Business Ethics of Southwest Airlines
How Southwest Airlines Handles the Various Crises
The Ethical Responsibility of Southwest Today and for the Future
Conclusion
References
From the Paper
"Donna Conover, the executive Vice President of Customer services, states that ever since she joined the company, more than twenty eight years back, she had always felt that the employees of the company were the greatest assets for the firm, and perhaps it is because of the policy that the company follows, which is that of never ever dictating pay cuts to its employees, that it has managed to keep all its employees happy and satisfied, and working hard at all times. This was seen in the fact that employees by themselves, during the Gulf War of the 1990's, when fuel costs skyrocketed, voluntarily reduced their pay for some time in order to cope with the escalating costs of fuel. In a similar manner, after the debacle of September 11, Southwest Airlines employees volunteered to take cut costs on their wages, so that the company may be able to cope better with its reductions in flying schedules. This type of loyalty for the company has as yet been unrivalled."
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Southwest Airlines, 2008.
This paper looks at the weaknesses of the airline company 'Southwest Airlines'.
1,117 words (approx. 4.5 pages), 5 sources, MLA, $ 38.95
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Abstract
In this article the writer notes that Southwest Airlines is the premiere low cost airline. The writer points out that Southwest operates only in the US market and this restraint that kept it from making unregulated expansion a primary forward strategy is also the strategy that kept it from facing the severe financial difficulties all of the major airlines suffered following 9/11. The writer maintains that in spite of its low cost operating strategy and business model, Southwest has been also negatively impacted by cyclical forces in the airline industry. The writer notes that although Southwest's more recent problems include satisfying employee contract demands and in integrating new executive leadership while trying to manage growth from 500 employees to 35,000, it becomes clear the corporate culture was one more of a cult of personality than any documented and canonized set of operational policies. The writer concludes that operationally, a corporate culture based on the personality of a single charismatic leader, while laudable in many respects, is also difficult if not impossible to reproduce and often leads to human resource concerns as far as impropriety, discrimination and harassment issues.
Outline:
Industry Environment
Financing Sources
Sarbanes Oxley Compliance
Competitive Advantages as Weaknesses
Partnering Exposure
Conclusion
From the Paper
"Most major corporations, Southwest included, have at their disposal various financing strategies to fund ongoing operations and extraordinary expenses. In Southwest's case, its various financing strategies are mentioned periodically throughout its Form 10-K most notably in the Management Discussion & Analysis section. These financing options include: cash on hand, short term investments that total more than $2b, a $600m bank revolving line of credit, public debt securities, and various derivative strategies. This degree of leverage, in spite of the cash on hand is still significant and, if Southwest suffers any significant strategic missteps, this leverage can quickly become a negative."
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Continental Airlines, 2007.
This paper discusses the fourth-largest airline in the United States, Continental Airlines, concentrating on marketing issues.
1,406 words (approx. 5.6 pages), 8 sources, APA, $ 46.95
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Abstract
In this article, the writer points out that Continental Airlines was established in 1934 under the name of "Varney Speed Lines", after Walter T. Varney, its initial owner. The writer then notes that on July 1, 1937, Robert Six, the new owner, changed its name to Continental. The writer relates that the marketing strategy of Continental Airlines is based on emphasizing its strengths, such as the variety and quality of the services offered. The writer looks at Continental's strategies and awards that have been received. The writer concludes that all in all, Continental Airlines is trying to apply a strategy based on establishing deep customer relationships, in order to create customer loyalty and brand affinity.
From the Paper
"RewardOne is a free business program designed by Continental in order to reward companies for business travel on Continental Airlines. However, this program does not apply for travel agencies, wholesalers, consolidators or other resellers of travel. Through RewardOne the companies are rewarded valuable points each time its employees travel on business with Continental Airlines. He rewards include: Silver OnePass Elite Status, Presidents Club membership, travel certificates and many others."
"For U.S. residents that want to save some money, Continental offers the Continental Airlines Credit Card from Chase. Customers that apply for this card will receive 15,000 OnePass bonus miles after their first purchase, get a 5% discount on all published Continental fares, two Presidents Club passes every year, two travel discount certificates (up to $200 in savings) every year."
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Piedmont Airlines, 2005.
Presents a portfolio of this American airlines company.
8,087 words (approx. 32.3 pages), 25 sources, APA, $ 173.95
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Abstract
Piedmont Airlines, Inc. is a wholly-owned subsidiary of U.S. Airways Group, Inc. and is one of ten airlines operating as U.S. Airways Express. Piedmont carries over 3 million passengers a year to 55 destinations throughout the Eastern United States and Canada. This paper is an airline portfolio for Piedmont Airlines. It covers the history, economy, security measures, aircraft summary, effects of 9-11 and the future for the airline. The paper includes tables and illustrations.
Paper Outline:
Abstract
A Brief History
Piedmont Financial Performance
Pre-September 11th
Post-September 11th and Chapter 11 Proceedings
Aviation Fuel
Marketing, Pricing, and Demand
Marketing Agreements with Other Airlines
Pricing, Demand, and Competition
Piedmont Fleet
Competitors and Other Modes of Transportation
International Operations, Alliances, and Code Shares
Piedmont Security
Piedmont After 9-11-2001 and Summary
References
From the Paper
"The 9-11 hijackers disabled the transponder system. Piedmont still uses the same transponders but there is legislation that will call for the installation of transponders that cannot be disabled. An area that Piedmont has been able to comply has been with training of employees on how to deal with hijackers. Piedmont pilots do not carry personal weapons. They have been trained to use common items on the aircraft as a weapon such as the crash axe. Some pilots do carry items like pepper spray. Air marshals are mostly on high risk Piedmont flights such as Washington, DC and the Toronto legs. The pilots are briefed when an air marshal is on board and if two air marshals are on the flight they need to know the seating location of each other."
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Threats to Southwest Airlines, 2008.
An analysis of the threats to Southwest Airlines and ways to combat those threats.
961 words (approx. 3.8 pages), 4 sources, MLA, $ 34.95
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Abstract
This paper discusses threats to the airline industry as a whole and to Southwest Airlines in particular. It analyzes the reasons for the threats and discusses how Southwest Airlines can combat those threats. The paper then looks at the increased opportunities that exist for Southwest Airlines, particularly due to technological advancements in the industry.
Table of Contents:
Introduction
Rising Fuel Prices: How Southwest Airlines can Use Technology to Lower Production Costs
From the Paper
"In conclusion, Southwest Airlines is within an industry that is now facing a significant amount of threats - some are economic, and some are structural. Fuel prices happens to be an issue that is in both areas, hence it is not easily rectified, however, technological advancements provide the necessary prerequisite to deal with this problem in a rather efficient way, by providing the necessary tools, to increase supply and simultaneous use less fuel, which lowers the input cost. Southwest Airlines has a successful model that uses a low pricing mechanism to retain and attract customers. Increasing fuel costs is a threat to this model, as such there has to be a remedy in place to alleviate the negative externalities associated with this. The use of technology is the optimal recommendation, with added benefits in other areas, which will help Southwest Airlines to regain efficiency."
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American Airlines, 2006.
Discusses the issue of American Airlines, power, and its leadership.
1,610 words (approx. 6.4 pages), 6 sources, APA, $ 55.95
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Abstract
This paper discusses power and governance at American Airlines. It looks at the company's leadership, the power structure at American Airlines and losses to the airline industry and to American Airlines starting in 2001.
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Racial Profiling in Airports, 2004.
An examination of the issues concerning the use of racial profiling at airports in light of the recent terrorist attacks.
1,265 words (approx. 5.1 pages), 7 sources, MLA, $ 42.95
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Abstract
This paper introduces the topic of racial profiling in airports. Specifically, it discusses how terrorist attacks in America call for increasing racial profiling in airports, similar to Israel's El Al Airlines racial profiling tactics. It looks at how racial profiling is a highly controversial topic and how some countries have found racial profiling helps keep people safer, while many political groups feel it is a clear violation of rights and should never be used. It evaluates how, although racial profiling may be controversial, after the terrorist attacks of September 11, 2001, it may be one of the only reliable ways available to keep the country safe from further attacks.
From the Paper
"The ACLU feels that people "of color" are searched and detained more often in airports, and one African-American, Aquil Abdullah, agrees, as he is routinely stopped almost every time he travels by air. "He knows what the problem is. It's not hard to figure out - once he introduces himself. His name is Aquil Abdullah. Aquil Abdullah thinks his name is on a list somewhere of suspect people" (Schlesinger). Abdullah is an American athlete, who is the first to win the prestigious Henley Regatta in Britain, and ironically, he is not even Muslim, he is a Catholic. His story is not unusual, and groups such as the ACLU cite his experience as one of the reasons racial profiling is a violation of rights. Abdullah is stopped simply because of his name."
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Southwest Airlines, 2004.
An examination of how Southwest Airlines manages to compete in the deregulated American airline market.
1,012 words (approx. 4.0 pages), 5 sources, MLA, $ 35.95
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Abstract
An overview of the business and marketing strategies of Southwest Airlines in the current market. The paper explains what methods and strategies are needed in order for the airline to be able to compete in the industry.
From the Paper
"Southwest's strategy of the lowest possible fare and a fun experience has made the airline stand out among its competitors from day one. Key to Southwest's success, however, has been its prowess in keeping its costs low. The airline manages this through consciously adopting a strategy of: operating only shorthaul, high frequency, point-to-point flights; minimum aircraft turn around time; commonality in fleet (Boeing 737s); employee team work; and avoiding congested airports, hub-and-spoke models and interline agreements. By adopting such a strategy, Southwest is able to generate more revenues through flying its aircraft more, lowering unit costs per flight, and operating with reduced number of personnel (Freiberg, 1998, p.48-64). All in all, Southwest's innovative business model has significantly contributed to the advancement of the commercial airline industry by making air travel more affordable and thereby expanding the market. Further, it has also proven that it is possible for an airline to be profitable year after year in an industry, which is known to go through periodic cycles of boom and recession. "
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The Success of JetBlue and Southwest Airlines After 9-11, 2002.
The paper looks at the success of low cost carriers such as JetBlue Airways and Southwest Airlines in the light of the current financial dilemmas affecting the major North American network of carriers.
5,437 words (approx. 21.7 pages), 15 sources, MLA, $ 133.95
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Abstract
The paper analyzes how successful airlines like Southwest, JetBlue and the other low cost carriers have basically kept their costs down and satisfied the consumer demand for reasonably priced airline travel while maintaining consistent profits. The paper explores the significant factors that keep the major airlines in debt. The paper concludes that the major airlines need to make drastic changes, such as control costs and capacity, in order to overcome their financial predicaments.
Table of Contents
Problem Statement
Significance of the Study
Assumptions
Limitations
Review of Relevant Literature and Research
Research of Airline Industry Stocks
Jet Blue and Southwest Population
Results
Discussion in regard to 9-11
Conclusions
Recommendations
References
From the Paper
"Moving into the twenty-first century, commercial aviation has been on a steady decline. Profits have dried up and overall passenger travel miles are down. To make matters worse, the lingering effects of September 11, 2001 have almost completely ruined the entire commercial aviation industry. United Airlines is in the brink of nearly shutting its doors forever. American Airlines, Continental, Delta, US Airways, American West and Northwest all are experiencing their worst financial difficulties in their corporate histories."
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Continental and Southwest Airlines, 2006.
This paper explores the ins and outs of the airline industry, including marketing and business strategies, by focusing on Continental and Southwest Airlines.
1,623 words (approx. 6.5 pages), 10 sources, MLA, $ 52.95
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Abstract
The writer of this paper details Southwest's low-fare no-frills policy, which is just one of the reasons it's the most profitable airline in the U.S. This paper examines why Southwest was rated #1 in on-time arrivals, departures and overall quality despite the fact that flights are usually overcrowded, seats are crammed together and there's no advance seat reservation system. This paper contains a brief history into Southwest and Continental Airlines as well as the initial goals of both companies. This paper details Continental's less than impressive marketing and business achievements as well as the company's past financial struggles to stay afloat, which eventually paid off when it merged with Air Canada.
From the Paper
"In 1990, December 3 was a dark day when Continental slid into its second bankruptcy, but this time a white knight appeared. Continental and Air Canada became "partners", and Air Canada put some $450 million into rescuing Continental, allowing the airline to emerge from bankruptcy by 1993. Its marketing strategy- again concentrating on the business traveler, both domestically and overseas to more than 60 destinations- has made it possible for Continental to be profitable now for the last 24 reporting quarters. Its stock was named, by Business Week, as the "Best New York Stock Exchange Stock of the year in 1995." (Continental.com) The reason was obvious to see, from a low in January that year of $6.50 a share, by the end of December, the stock had risen to $47.50."
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