A Case Study about Universal Weather and Aviation, Inc
Objective: Universal Weather and Aviation had invested in sales training previously and now wanted to look at more sales/relationship training. Without the appropriate relationship development, there will be little influence across growth accounts, which will lead to lack of loyalty from client stakeholders. There will be no differentiation/value-add from competition.The overall impact on the business is lost opportunities for Sales, resulting in Universal not growing their market share as easily as they could, and having direct implications on the overall turnover and profit of the business.
Solution: Universal Weather and Aviation has two sales structures in place, account management and UVair working both in telesales and face to face environments. Both of these two areas have similar needs in the way that relationships are developed in order to grow business. The business will need a sales force which is highly organised building fast and long term relationships to differentiate itself and drive it’s competitive edge.UVair is currently taking a strategic step in building relationships with the current client base in order to up sell fuel and grow this revenue stream. keep reading…
Case Study about Business Participation in Welfare-to-Work
Benefits of Welfare-to-Work Involvement Corporate citizenship motivated American Airlines, a member of the government-initiated Welfare to Work Partnership, to begin its welfare-to-work efforts. The airline also saw an opportunity to broaden its pool of applicants for entry-level jobs. The program has helped AA hire quality employees, while reducing hiring time and probably hiring costs as well. These benefits drive AA’s welfare-towork efforts.
Highlights of Welfare-to-Work Involvement Since late 1996, American Airlines and affiliated companies have hired 1,200 welfare recipients. AA hires welfare recipients mainly for part-time jobs in its airport operations, with starting pay of about $7.50 to $8.50 per hour, and full-time jobs in its reservation operation, with starting pay of $7 per hour. Rather than create in-house programs, AA partners with community-based non-profit organizations to ready welfare recipients for employment. AA does not see preparing welfare recipients for employment as one of its core competencies.
In the following article, we will analyze an industry that has been heavily criticized due to its inability to generate profits. The financial performance of the US airline industry has been somewhat of a roller-coaster over the past 20 years. It is an industry that has seen its structure change more than once, it has been regulated and deregulated yet it is still a challenging puzzle for many economists and capitalists all over the world. Many investors would agree that putting one’s money into the airline industry is risky business.
Analysis of the U.S. airline industry forces suggests that the airline industry in its entirety, and particularly the large traditional airlines, must focus on managing their cost structure and listening to the voice of the customer. Any investment or activity that does not add value for the customer must be eliminated from an airlines operating process.
Introduction: The global market for commercial transports airliners is expected to generate over $3 trillion in sales during the next two decades. The United States historically has been the leading supplier to that market. Its sole surviving producer of commercial transports, the Boeing Company, today remains one of the nation’s biggest exporters. But Boeing’s role in the commercial aviation business is being eroded by Airbus, a company that European governments established 40 years ago with the goal of winning a sizable share of the airliner market.
That goal has been achieved. Since 2000, Europe has become the dominant supplier of airliners to the global market. However, the remarkable rise of Airbus has been achieved largely through the use of subsidies from European governments — some of which the World Trade Organization has now ruled are illegal. The cumulative value of these subsidies over the 40 years that Airbus has existed approaches $200 billion in today’s dollars. The subsidies have enabled Airbus to develop a fleet of transports that can compete aggressively in every market niche, without having to assume the risks that a commercial company like Boeing must carry.
India is the ninth largest aviation market in the world, according to RNCOS research report, titled “Indian Aerospace Industry Analysis”. It is anticipated that the civil aviation market will register more than 16 per cent compound annual growth rate (CAGR) during 2010-2013 on back of strong market fundamentals.
The rapidly expanding aviation sector in India handles about 2.5 billion passengers across the world in a year; moves 45 million tonnes (MT) of cargo through 920 airlines, using 4,200 airports and deploying 27,000 aircraft. Currently, 87 foreign airlines fly to and from India and five Indian carriers fly to and fro from 40 countries.
A Case Study about Acme Aerospace Transfer Pricing
Introduction: St. Louis-based Acme Aerospace Corporation offers multiple examples of intercompany pricing issues that could exist within today’s increasingly complex multinational corporation.
The following case study and solution guide looks at these transfer pricing-related issues and offers potential solutions, addressing the best course of action for Acme. While all intercompany pricing arrangements are unique, a look at Acme’s history and fact pattern can offer insights that could be applied to other companies in similar situations.
Introduction: A chief component of this turnaround is the company’s consistent and methodical commitment to improving the customer experience.Whether on a flight, where Continental still offers amenities other airlines have taken away, or when calling to change a reservation, or using the company’s web site, Continental has gained competitive advantage by differentiating on the experience of doing business with them.
Challenges: The only way for Continental to maintain its leadership position within the industry is by being dedicated to providing a great experience throughout all phases of the customer lifecycle—offline and online. However, the airline quickly realized how challenging it is to understand the online experience when you are delivering your ‘storefront’ into the one place you cannot see the browser of your customer.
Introduction: Building on more than four decades of experience as the premier provider of financial settlement solutions and data and analytical services for the travel industry, ARC today continues to develop innovative technology solutions designed to accommodate the needs of more than 20,000 travel agencies and corporate travel departments across the United States.With more than 4 million travel transactions occurring each week, it was only a matter of time before the company began migrating key applications from a legacy, terminal-based environment to a new, more flexible, web-based environment. Given the world’s foremost carriers place their trust in ARC for prompt and reliable settlement services, the company needed to ensure it could maintain its high level of service during this time of transition, and beyond.
Challenges: ARC knew its clients were eagerly awaiting the rollout of their new, web-based applications, and the inherent enhancements that would come with them, such as improved task flow and point and click navigation. However, the company was concerned that they wouldn’t be able to provide the requisite level of service its customers had come to expect. ARC’s former “green screen” applications enabled mirror logins, so whenever a travel agent called into customer support with an issue, the ARC service representative was able to simultaneously log into the application as that travel agent and help them quickly resolve the problem. In addition, ARC’s legacy applications incorporated homegrown functionally that monitored and captured all user sessions in order to meet the company’s legal and compliance requirements. The challenge for ARC, now that all their applications were migrating to the Internet, was figuring out a way to replicate both of these critical business capabilities without ebuilding or disrupting their new, web-based applications.
The past three years have been punishing for the travel industry and for business travel suppliers in particular. The American economy went into freefall in January 2001 and Britain followed five months later. Now, the outlook is improving: global economies may not have surged but they are not getting any worse – cause for cautious optimism. Many companies spent more on marketing to fend off the worst of the recession and are continuing to do so to maintain the momentum.
Targeting business and leisure customers can be undertaken simultaneously but with different messages. Consumers are largely price and destination-driven, business travellers are looking for value-for-money but also convenience and flexibility.
Case Study about Strategic Marketing Planning for Airport Managers: King County
Abstract: Marketing planning in an airport as with other organizations is all about selecting appropriate target groups and formulating a marketing mix to achieve marketing objectives and financial targets. However, the factors which need to be considered in the dynamic and ever changing airport industry means that airport marketing planning is more than just applying general theory to practice. Therefore, this paper considers the unique case of airports and goes through the modern day planning process using the example of King County International Airport.
Introduction: Marketing planning case studies help airport managers prepare for real-world problems, situations and crises by providing an approximation of various marketing environments. Thus, through the examination of specific marketing cases, airport managers are given the opportunity to work issues through the trials, tribulations, experiences, and research findings of other marketing professionals. An obvious advantage to this mode of marketing planning is that it allows airport managers the exposure to settings and contexts that they might not otherwise experience. One way to study airport marketing issues is through the use of strategic marketing planning case studies.