حامل مسافت های طولانی کم هزینه : مدل کسب و کار منحصر به فرد
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|7559||2009||7 صفحه PDF||سفارش دهید||5505 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of Air Transport Management, Volume 15, Issue 3, May 2009, Pages 127–133
While many industries reach a point of maturation, the airline industry is evolving to incorporate flexible strategies for business models that adapt to the changing economic environment. New business opportunities have emerged as a result of a variety of internal and external forces. This paper discusses opportunities for long-haul low-cost airlines by looking at the evolution of the model and defining three types of new business models.
The airline industry is a risky industry to invest in, statistically second only to the hospitality industry, and yet investors are continuously attracted to it regardless of its economic state. One of the main reasons it is attractive to investors is that it is one of a few industries that can provide a large payback if things work out well. It is helpful to have a full understanding of trends in the industry to comprehend its current position. It is also important to realize that there have been trend breaks and that new trends have emerged to present fresh challenges to the industry. The airline industry is often unstable and unpredictable, forcing airlines to restructure and create flexible strategies that can respond as external operating environment changes. New airlines have an advantage over existing carriers in terms of implementing such strategies because they are devoid of legacy indebtedness or an out-of-date business model.
نتیجه گیری انگلیسی
A new competitive environment is emerging in the international air transport market. Long-haul, low-cost carriers bridge the networks of short-haul, low-cost carriers allowing LCCs to compete with the mega-alliances of the international network carriers. Interactive marketing agreements allow low-cost carriers around the world to form loose alliances for interlining and frequent flyer programs. At the same time, changes are taking place between the established world-wide alliances. Liberalization has reduced the need for alliances but the benefits of a shared network still hold much value. Consolidation is taking place within the global alliances creating three evenly distributed network alliances. An ad-hoc fourth global alliance is forming with low-cost carriers around the world linking networks in order to compete with the legacy alliances. Low-cost carriers have always been restricted by their inability to satisfy the demand for long-haul, trans-continental travel. Long-haul, low-cost carriers represent an opportunity for LCCs everywhere to join forces and compete with the global alliances. The long-haul point-to-point model integrates well with the similar point-to-point focus city model of the short-haul carriers. There are several examples where long-haul and short-haul carriers have entered into interactive marketing agreements to promote cross-selling, integrate websites and advertise cooperatively. These agreements permit passengers to fly to and from small markets in any region of the world via low-cost carriers. If long-haul, low-cost carriers are to survive and adapt in the evolving air transport environment, they must continue to innovate. Opportunities should not focus on low-cost long-haul models but instead focus on the three types of emerging carriers; Network, Product and Price Specialist. The keys to future success of the model include a solid business plan that demonstrates a sustainable competitive advantage, flexibility, the right management team, steady and moderate growth along with a long-term vision.