Strategic partnership in airline industry
STRATEGIC ALLIANCES IN THE GLOBAL AIRLINE INDUSTRY Abstract Strategic alliances are common to any industry. Their presence is felt quite significantly in the airline industry. Starting in the US in 1978 deregulation of airline industry has since brought about sea changes in functioning of the industry. This paper attempts to understand the developments and strategic alliances that have occurred in the airline industry since deregulation. These strategic alliances exist in various forms and differ widely in scope and no consensus on classification was found. The advantages and disadvantages of strategic alliances with respect to the airline industry have been discussed. It is felt that the industry is getting increasingly concentrated. However, no conclusive remarks can be made about consumer welfare. "Airline Business Alliance Survey of 2000 reports that there are 579 alliance agreements in place, up from 280 agreements (more than double) in 1994 when the survey was first conducted. Five major alliances (Star, Oneworld, Qualiflyer, Sky Team, and Wings) account for some 60 percent of all air travel." (Mason, 2002) The lines above make the issue important enough to understand the phenomenon that is guiding the industry. Almost a decade back Oum, Taylor and Zhang (1993) argued that the airline industry will be marked by strategic alliances and these alliances will be
Report on Bata in India
Section S5Group 9 PROJECT REPORT ON ________________ ________________ ________________ Table of Contents FOOTWEAR SEGMENT IN INDIA Customer Segments BACKGROUND OF BATA INDIA Timeline of Bata India: MARKETING MIX OF BATA INDIA Product Mix: Bata Accessories: Marketing Channels: Retail Business Enterprise resource planning in Bata Non Retail Business Bata.in Bata Pricing Strategy Bata Promotion Strategy: BATA OPERATIONS AND LOGISTICS LOGISTICS PRODUCT PLANNING SYSTEM QUALITY SYSTEM SUPPLY CHAIN MANAGEMENT Bata- Growth Trends Other positive Developments Risks & Concerns Consumer Survey Demographics Purchasing Behaviour Frequency of purchase Preferred point /location of purchase Attitude towards Online purchase Parameters important to purchase decision Brand Recall Consumer’s Attitude towards Bata Perceptual Map References Appendix A ________________ FOOTWEAR SEGMENT IN INDIA The domestic footwear market is estimated to be more than Rs.15, 000 crores and is expected to reach Rs. 20,000 crores by 2015 .The average growth in the industry has been estimated at 12 percent
THE EFFECT TQM HAS ON EMPLOYEES AND MANAGEMENT IN THE PUBLIC AND PRIVATE SECTORE IN THE UK.
THE EFFECT TQM HAS ON EMPLOYEES AND MANAGEMENT IN THE PUBLIC AND PRIVATE SECTORE IN THE UK. CHAPTER 1 INTRODUCTION This is an introduction to the research topic. This chapter aims to present the research ideas and its motives. It introduces the topic, which is the effect of total quality management on employees (TQM) giving a brief description of the research and the major themes adopted for this study purpose. The chapter begins first by stating the background of the study, second a statement of the research problem would establish the reason for the study. Third, the aims and objectives of the study are given; fourth, the questions which have remained unanswered by previous research and which the present study seeks to address will be stated. The chapter then concludes with a brief outline of the major elements contained in the other chapters of the research work. The dissertation looks at the impact of TQM on employees and management. . Background of the Study Total quality management (TQM) has been defined as an organisational effort incorporated in intent to improve the quality of performance at every level. TQM as defined by the International Organization for Standards (ISO, "is a management approach for an organization, centred on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to
This Report gathers data reviews analyzes and highlights the strengths weaknesses threats and opportunities for the Indian Leather Exports into Spain
Business Intelligence Report of Leather Industry Image Courtesy: Spanish Institute for foreign trade Tuesday, July 31, 2012 Contents Preface . Overview of the Spanish Leather Industry .1 Size of the Leather Market in Spain .2 Structure of the Leather Market in Spain .3 Spain’s Imports from India 2 Bilateral Trade 3 India Overview 3.1 Overview: A Changing Perspective 3.2 Growth 4 Spain Overview 4.1 Analysis of the Spanish Leather Industry 4.2 Spanish Leather garments Industry 4.3 Spanish Footwear Industry 4.4 Spanish luggage and bags market 5 SWOT Analysis of Indian and Spanish leather Industry 6 COMPETITORS´ANALYSIS 6.1 China 6.2 Morocco 6.3 Portugal 7 Research Findings for Spain Leather Market 8 Appendix 9 References List of Tables Table 1. Industrial Structural for autonomous communities 2009 Table 2 India’s Export of Leather & Leather Products to Spain Table 3: Export of leather and leather products from India for five years (million USD Table 4: Statement of the Product-wise Export performance Table 5: List of Leather products
Managing Change in Organization
Advanced Professional Diploma in Management Studies (APDMS) Session: OCT 2008 ASSESMENT SCENARIO ONE & TWO UNIT17: Managing Change In Organizations Lecturer: T. S. Sandhya Issued Date: 05th December 2008 Submission Date: 23rd January 2008 Student Name: Nabeel Tariq Khan Student ID: 8010011 Signature: MANAGING CHANGE IN ORGANIZATIONS ASSESSMENT SCENARIO ONE Task 1:- a) Reflect upon the nature of change happening at McDonald's & other restaurants in general. Reply: Change Management:- Change refers to a significant difference in what was before. This could mean doing things in a new way, following a new path, adapting new technology, installing a new system, following new management procedures, merging, reorganizing, or any other highly significant disruptive event. Writing in Industrial Management (May/June 1997), authors Lisa Kudray & Brian Kleiner define change management as "Continuous process of aligning an organization with its marketplace - and doing it more responsibly & effectively than competitors". For an organization to be aligned say the authors, "the key management levers - strategy, operations, culture & reward - must be synchronized continuously". They observe that, "managers need to remember that they are changing, manipulating & rearranging a variety of both human & non human elements". Perhaps, every organisation wants to
Influences of the Chinese macro environment on the past, present and future employment these methods of foreign market entry in China
Joint ventures and wholly owned foreign enterprises - Influences of the Chinese macro environment on the past, present and future employment these methods of foreign market entry in China . Project Summary The attraction of foreign direct investment is one of the cornerstones of China's policy of opening to the international trading community. That is why for the last 25 years the Chinese government has been implementing a number of internal changes which aim to improve the country's environment for foreign investment and thus guarantee a sustained and rapid growth of the national economy. In particular, since China's accession to the World Trade Organisation, the government has honoured many of its commitments to restructure the national investment framework in order to make this more attractive to foreign businesses. The project presented below is an attempt to evaluate those aspects of the macro environment which are perceived to have a most pronounced effect on the Chinese investment setting. In doing so it will concentrate on discussing only the two most popular methods of market entry through foreign direct investment - joint ventures and wholly owned foreign enterprises. The report will also: > Explain why joint ventures were the most popular method of foreign entry in China until recently; > Establish why wholly owned foreign enterprises are at present becoming
Insight Into The Pharmaceutical Giant: Johnson&Johnson. The overall aim is to critically evaluate the strategies that J&J pursues. In addition, by benchmarking key competitor companies, the strategies operating within the industry are assessed. Finally,
Project Aim This project builds on the in-depth analysis of a pharmaceutical giant: Johnson&Johnson (J&J) within the pharmaceutical industry sector carried out in Business Analysis Project 1. The overall aim is to critically evaluate the strategies that J&J pursues. In addition, by benchmarking key competitor companies, the strategies operating within the industry are assessed. Finally, the viable strategic options for J&J in the medium-long term future are predicted. Introduction The project is based on the systematic theory which was developed by Johnson and Scholes (1997) to explore the corporate strategies. On the base of analysis of external environment and industry forces in BAP1, this project first figures out the current situation of J&J in the broad industry environment. By using the tool of SWOT to analyze J&J's internal strategic capability, its current or possible strategies are explained and evaluated. Finally, with the prediction of the industry future development, the author pointed out the probable strategy for J&J in the long run. This article is divided into six parts. Part 1 evaluates J&J's positioning within the external business environment. Part 2 sees through the internal strategic capabilities of the company. In part 3, the author relates the company purposes and stakeholders' expectations with J&J's strategic choices. Part 4 is the current or
Balfour Beatty. The purpose of this report is to identify and select a UK construction company and, using information readily available in the public domain, review the companys current business performance and its ability to meet the demands of the bu
Contents Page: Introduction 2 2 Business Environment 4 2.1 Band Analysis 5 2.2 Geographical Breakdown 6 2.3 Pest Analysis 6 3 Current Strategy 7 3.1 SWOT Analysis 7 3.2 Marketing Mix - 4P's Analysis 8 3.3 The 4 A's Analysis 8 3.4 Porters 5 forces of Competitiveness Analysis 9 4 Business Plan/Strategy 11 4.1 Ansoff Matrix 11 4.2 The Boston Matrix 12 5 Financial Implications 14 5.1 Ratio Analysis: 14 5.1.1 Performance/Profitability Analysis 14 5.1.2 Corporate Liquidity Ratios 16 5.1.3 Financial Strength Ratios 18 6 Executive Summary 19 8 Appendices 21 Appendix 1: 22 Appendix 2: 24 Appendix 3: 26 Appendix 4: 27 Appendix 5: 28 Appendix 6: 30 Appendix 7: 31 Appendix 8: 33 Appendix 9: 34 Appendix 10: 35 Appendix 11 40 Introduction The purpose of this report is to identify and select a UK construction company and, using information readily available in the public domain, review the company's current business performance and its ability to meet the demands of the business environment over the next five years. The report will: . Review the various elements of the company's business environment; 2. Using the appropriate techniques discusses key factors in the company's business and evaluate the current strategy; 3. Proposes a business plan and strategy for increasing the level of it business; and, 4. What are the financial implications of the
Summarize the relationship between work study and PBR systems and comment on this from the perspective of: Chief Executive Officer, Operations Manager, Cost Control Manager, and Trade Union Representative.
Nils Ahlbory Jan-Sebastian Gaddum Florian Hoffstaedter Julian Odeh Franz Schumann-Halder Freiburg International Business School Operations Management Group Project Mr. Murphy Summarize the relationship between work study and PBR systems and comment on this from the perspective of: Chief Executive Officer Operations Manager Cost Control Manager Trade Union Representative Bibliography * Hildebrandt/Mückenberger/Raasch/Spitzley/Steinrücke, Neue Zeiten - neue Gewerkschaften, Berlin (2001) ? Jill Hussey and Roger Hussey, Cost and Management Accounting * Jackson/Mathis, Human Resource Management, 9th Edition, Ohio (2000) ? Joachim Koch, EDV-gestützte Buchführung in der Industrie, First chapter * Stefan Mainusch, Die Gewerkschaft als Determinante von Produktivität und Profitabilität, Regensburg (1992) * Werner Sesselmeier, Gewerkschaften und Lohnfindung, Darmstadt (1992) * H.Schlechte, Die Allgemeine Dt. Arbeiterverbrüderung 1848-1850, Weimar (1979) * Michael Schneider, Kleine Geschichte der Gewerkschaften, 2. Auflage, Bonn (2000) * Helmut Schmalen, Grundlagen und Probleme der Betriebswirtschaftslehre, Stuttgart (2000) * C. Scholz, Personalmanagement, 5. Auflage, München (2000) * R. Wild, Operations Management, Bath (2002) * Günter Wöhe, Einführung in die Allgemeine Betriebswirtschaftslehre, 20. Auflage, München (2000) * www.acas.org.uk *
The Second Time Around? Repeat Entrepreneurs from MIT
The Second Time Around? Repeat Entrepreneurs from MIT By: Charles E. Eesley and Edward B. Roberts? October 25, 2006 Abstract In this paper we explore the factors that condition the likelihood that an entrepreneur starts a second firm. We use data from survey responses of 1,789 entrepreneurs to examine firm founding behavior. Results indicate that multiple entrepreneurs differ from single-firm entrepreneurs in certain demographic and educational characteristics prior to starting a first firm. The phenomenon of graduates embarking on careers of multiple entrepreneurship appears to be growing over time. The results also show that the first firms of eventual multiple entrepreneurs differ from the first firms of single-firm only entrepreneurs. The paper indicates that those entrepreneurs with the highest probability of starting a second firm have greater time and access to financial resources to undertake a new venture. Starting a first firm sooner after graduation, being divorced, the first firm being acquired, and raising initial capital for the first firm from angel investors all increase the probability that the entrepreneur will start a second firm. I. Introduction A growing literature in strategy and economics has noted that an important source of new entrants is incumbent firms in the same industry (Klepper 2001; Gompers, Lerner, and Scharfstein, 2005). However,