MARC record from Internet Archive

LEADER: 04826cam 22003254a 4500
001 9922743080001661
005 20150423145112.0
008 040116s2004 enka b 001 0 eng
010 $a 2004001232
020 $a0754641937 (alk. paper)
035 $a(CSdNU)u242773-01national_inst
035 $a(OCoLC)54066408
035 $a(OCoLC)54066408
040 $aDLC$cDLC$dOrPss
042 $apcc
049 $aCNUM
050 00 $aHE9780$b.T364 2004
082 00 $a387.7/068/4$222
100 1 $aTaneja, Nawal K.
245 10 $aSimpli-Flying :$boptimizing the airline business model /$cNawal K. Taneja.
260 $aAldershot, Hants, England ;$aBurlington :$bAshgate,$cc2004.
300 $axxxiv, 218 p. :$bill. ;$c24 cm.
504 $aIncludes bibliographical references and index.
505 0 $aForeword / Kanok Abhiradee -- Foreword / Captain John Darrah -- Foreword / Tony Fernandes -- Foreword / Robert Fornaro -- Foreword / Ralph Norris -- Adapt Decisively to the Changing Aviation Marketplace -- Face Fundamental and Enduring Change -- Businesses with Different Models -- Customers: Smart and now in Charge -- Distribution Channels and Systems -- Ongoing Market Instability -- Identify Obstacles to Change -- Pervasive Government Intervention -- Conventional Thinking in Unconventional Times -- Burdened by Past Decisions -- Focus on High-Priority Areas to Change -- Cost Structure -- Revenue Opportunities -- Select Competitive and Stakeholder-Aligned Business Models -- Historical Perspective -- Rationality and Sustainability -- Value Proposition -- Consumer Behavior -- Integrated Working Relationship with Governments and Airports -- Location -- Past Burdens -- Change Management -- Flexibility -- Legacy Carriers: Potential Variations -- Corporate Diversification -- Alliances -- Low Cost Subsidiaries -- Network and Size -- Hybrid Business Model -- Technology -- Fleet and Process Simplification -- New Paradigm Airlines: Potential Variations -- Absolute Lowest Cost -- Traditional Types -- Regional Jets -- Intercontinental Operations -- Network Design and Development -- Examples of Variations in Business Models of Legacy Carriers -- Aer Lingus -- AirTran -- America West -- Alaska Airlines -- Flybe -- TACA -- Thai Airways -- Alignment with Key Stakeholders -- Government -- Infrastructure -- Organized Labor -- Management -- Create Value with a Brand -- Align Products, Core Competencies, and Customer Base -- Customer Loyalty -- Where to Focus: Products, or Brands, or Reputation? -- Mistakes and Problems in Branding -- Critical Success Factors in Branding -- Connecting with the Customer -- Authenticity, Distinctiveness, and Consistency -- Employee Buy-In -- Brand Development -- Products, or Companies, or Employees -- Customer Relationship Management -- Grasp Insights from other Businesses -- Some Who Succeeded -- Wal-Mart: Low prices every day -- Target: Reinventing the discount store concept -- Nike: Even successful companies can lose customer focus -- Dell Computers: Selling directly to customers -- Shell International: Being well positioned to react to surprises -- Harrah's Entertainment: Building profitable customer relations -- The Warehouse: Doing more with fewer resources -- Some Who Stumbled -- Kmart: Inconsistent and ill-fated strategy -- AOL: Failed synergies -- Some Who Transformed Swiftly -- Unilever: A dramatic turnaround of a business unit -- Nissan: Restructuring through cross-functional teams -- Some Who Created a New Market -- DoCoMo: How to create a new market and become a worldwide force -- Some Who Moved Steadily Forward -- Toyota: Reaching its goals by evolution, not revolution -- Transform Supplier Relationships -- Risk Management -- Outsourcing Decision Criteria -- Relationship Management -- What Happened Outside the Industry? -- Transition Considerations -- Prepare for Major Transformation: The Unthinkable is Now Thinkable -- Triumph of the New Wave -- Scenario -- Contributing Factors -- Implications -- Survival of the Late Adapters -- Scenario -- Contributing Factors -- Implications -- The Connectivity Paradigm--From Surfing to Flying -- Scenario -- Contributing Factors -- Implications -- Emerging Markets--The New Frontier -- Scenario -- Contributing Factors -- Implications -- Final Thoughts -- Financial Realities -- Marketplace Realities -- Financial Structures -- Current Stakeholders' Roles in Preventing Solutions -- Capacity -- Strategic Alliances -- Focus on the Right Things -- Opportunities Continue -- Segmentation -- Turning the Page....
650 0 $aAirlines$xPlanning.
650 0 $aAirlines$xManagement.
650 0 $aStrategic planning.
949 $aHE 9780 .T364 2004$i31786101915145
994 $a92$bCNU
999 $aHE 9780 .T364 2004$wLC$c1$i31786101915145$d12/8/2011$e12/1/2011 $lCIRCSTACKS$mNULS$n4$rY$sY$tBOOK$u3/29/2005