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Books > Business & Economics > Industry & industrial studies > Transport industries > Aerospace & air transport industries
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Aviation Business Strategy (Hardcover)
Loot Price: R7,187
Discovery Miles 71 870
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Aviation Business Strategy (Hardcover)
Series: The International Library of Essays on Aviation Policy and Management
Expected to ship within 12 - 17 working days
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The world's commercial aviation industry comprises a complex and
highly diverse range of businesses with different forms of
governance, ownership, management structure and organisational
philosophies. The essays in this Volume address issues of market
structure, focusing particularly on changes in the aviation
industry that have resulted from policies of deregulation, as well
as revenue, cost and pricing, airline mergers and acquisitions and
the reasons for and characteristics of global airline alliances.
One of the most significant developments in aviation business
strategy over the last four decades has been the emergence and
expansion of low cost carriers and the implications that this
business model has had for the sector in terms of competition,
route offering, service innovation and profitability. Central to
these discussions are issues of cost and the need to manage yields.
This raises the issue of pricing, elasticity, and price
discrimination, all of which are of relevance to passenger
airlines, air cargo operators and airports. Policies of air service
deregulation and liberalisation have fundamentally changed the
market structure of airlines and airports. As a result of new
airlines entering the market place, many incumbent carriers sought
to protect and grow their market share by reconfiguring their
network into a hub and spoke operation and merging with, or
acquiring their competitors. Another strategy airlines can use to
increase their network presence, market power, and obtain enhanced
economies of scale and scope is to enter into a strategic alliance
with another carrier. Membership of an alliance enables a firm to
access new markets that would previously have been difficult and/or
expensive to operate into and help to overcome (at least in part)
ownership restrictions, a lack of traffic rights to a particular
country and markets with limited demand. Deregulation and
liberalisation have also changed the competitive nature of the
airline market and led to a change in the ownership and control of
airports and airlines with many moving from the public to the
private sector. The increasingly competitive and contestable
market, combined with commercial imperatives to generate a return
on investment, means that airlines and airports are incentivised to
grow their business through marketing and enhanced customer
loyalty. Airlines helped to pioneer the development of customer
loyalty schemes and the resulting frequent flyer programmes have
become a standard aspect of many full service airline operators'
product offerings. However, increased competition and business
model innovation have prompted a reconfiguration of these schemes
with some low cost operators now incorporating elements of frequent
flyer schemes.
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