Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics, 1981. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND AERO. / Bibliography: leaves 105-108. / by Herve J-M Duchesne de Lamotte. / M.S.

Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics, 1981. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND AERO. / Bibliography: leaves 175-176. / by Bruce Curtis Lubow. / M.S.

Representatives of the U.S. Department of Transportation's Bureau of Transportation Statistics reported that passenger complaints filed for the first quarter of 2015 were up 14.4% over the same period of the previous year. The purpose of this single case study was to explore strategies for mitigating low-cost airlines' passenger complaints. Porter's generic strategies provided the conceptual framework for this research study. Data were collected from 3 ground service managers employed by a low-cost airline in Florida using semistructured interview questions, direct observation, field notes, and review of the airline's website and public documents filed with the U.S. Securities and Exchange Commission. Member checking and methodological triangulation were used to ensure data saturation. Inductive line-by-line analysis of participant interviews and review of documents and website to identify similar words and phrases resulted in the emergence of 5 themes: complaints, training, customer retention, policies and procedures, and low-cost strategies. The implication for social change exists because airline managers can apply insights gained from this study to mitigate passenger complaints, thereby increasing the number of customers, lowering fares, and maintaining profitability. In this way, the study may support the creation of additional jobs for airlines as well as other industries providing services to an expanded workforce necessary to accommodate more passengers. Further, in supporting better performance for low-cost carriers, this study may help these businesses to offer low fares to customers previously unable to afford travel, enabling them to visit new places and gain a better understanding of other cultures.

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我國於民國77年放鬆進入航空業的管制，在國內線造成群雄爭戰的局面；在國際線，長榮集團挾其龐大的財力，所屬長榮航空於民國80年7月1日進入航空業，在短短數年間發展至與華航併立抗衡。 解除管制措施對我國國際民航空運事業有何影響？航空公司產生甚麼樣的競爭局面？航空公司相互間競爭如何採取班機座位策略？機位最多化與報價值間的關係如何？對旅客有無損益？本研究嘗試將對局理論應用於公共政策由下而上的執行評估，來解答這些問題。 本研究運用科納特（Cournot）模型，結果發現，航空公司採用「背離」策略並非最佳抉擇，航空公司機位策略的變移，和「機隊能量指標」及「航線優勢指揮」的達成有關。 / China Airlines, the flag carrier of Republic of China before 1995, may have to evaluate its belief that "We treasure each encounter," when it encouners EVA Air, which roared into the sky to become its major competitor after the deregulation of commercial aviation industry had been put into practice in 1988. What are their strategies to share this island market? What is the relation between maximized seats and payoff? How the benefits of passengers are affected by their discretion? Aiming at these questions, this research applies game theory to the seats they provide to carry out the bottom-up implementatin evaluation of deregulation. The Cournot model enables this study to discover "defection" is not the best choice for both of them. Frequently, only can of "capacity" and "superiority."

<p>The dynamics of business contexts influence the way firms act in their industry. These changes can have effects in several areas within a company. Entrepreneurship and Innovation are two areas that are affected when a change in firm’s environment occurs, like Schumpeter, Shane and Drucker point. Changes in the deregulatory framework are a specific type of change that can occur. According to Entrepreneurship theories, the removal of regulatory barriers creates opportunities to different reallocation of resources that can lead to changes in market equilibrium. This study addresses this relation between deregulation and entrepreneurship-innovation in the European airline industry. With the removal of regulatory barriers, companies like SAS and Ryanair, saw opportunities to do something new and at the same time had to adapt to these “doing something new” behavior of other companies. Entrepreneurship and innovation were the answer to theses changes and the weapon to fight answers to others with this change. Considering this, our statement problem is the following:</p><p>How did the deregulation of air transportation in Europe foster entrepreneurial behavior and innovation in the European airline industry over the last twenty years? The case of SAS and Ryanair.</p><p>Our goal is to describe the process of deregulation and how firms reacted to it and to give explanations behind the relation deregulation-entrepreneurship, identifying the direct and indirect influence of deregulation in the studied companies. Furthermore, based on this investigation, we will trace possible ways on how future deregulation in Europe can foster further entrepreneurial behavior and innovation.</p><p>This thesis was conducted with a positivism scientific ideal and a deductive approach. We used a qualitative method to collect empirical data that could match with the theories we had chosen beforehand. We conducted three interviews with people inside the industry – from airlines (SAS Braathens and SAS) and from airports (LFV). The first two were used as main sources to SAS case study and the third to have a perspective of airline industry. Since we could not get any interview with Ryanair, Ryanair story book was used as main source for this case study.</p><p>Our theoretical framework consists of four different broad areas that are interrelated to each other. These areas and the respective theories integrated in them are: institutions and regulation, changes in context and strategic position.</p><p>Our study shows that EU deregulation altered the five competitive forces in European airline industry and in turn this fostered entrepreneurship and innovation, as a reaction of firms to adapt to the change in their context. The reaction of Ryanair and SAS through entrepreneurial and innovative behaviour was different due to the differences in their business model. We argue that the removal of barriers to new entrants and the increased rivalry between firms were the main forces that fostered entrepreneurship and innovation. We predict that if further EU deregulation comes (as it is the trend) this will generate more opportunities to entrepreneurship and innovation like it generated in the past.</p>

<p>Syftet med vårt arbete var att utvärdera om Scandinavian Airlines Sverige har förankrat de pågående förändringarna i organisationen hos sina medarbetare. Vi har analyserat hur Scandinavian Airlines Sverige arbetar med att motivera medarbetarna och förändra värderingar och normer bland dem. Vi har utgått ifrån Strategi 2011 och belyst den del som berör medarbetarperspektivet av den kulturella turnaround som sker inom SAS koncernen. I vår undersökning har vi avgränsat oss till Scandinavian Airlines Sverige och utgår ifrån deras tolkning av strategin som de benämner ”Framtidsresan”.</p><p>Den teoretiska modellen som utarbetats har givit oss möjlighet att analysera förändringsarbetet för Scandinavian Airlines Sverige och utvärdera hur förändringarna påverkar organisationens medarbetare. Den utgår ifrån variablerna Kommunikation, Förändringsarbetet, Medarbetarnas förhållningssätt och Medarbetarnas förutsättningar.</p><p>De slutsatser som vi kommit fram till är att Scandinavian Airlines Sveriges interna kommunikation till stor del har varit en ensidig och formell kommunikation från företagets sida. Medarbetarna har inte i någon större utsträckning fått vara aktiva i en dialog.</p><p>Förankringen av förändringsarbetet har påverkats av att informationen inte fullt ut behandlat vad som ska ske med medarbetaren eller på arbetsplatsen. Vi anser att förankringen av förändringen förbättras om Scandinavian Airlines Sverige kunde ha involverat fler personer från organisationen än de 40 underchefer som skedde när de utvecklade ”Framtidsresan” med dess vision och strategier. Det skulle öka möjligheten till dialog med medarbetarna och utjämna kulturella skillnader samt generera ett bättre framtida resultat med förändringsarbetet. Ett annat sätt är att arbeta med förändring i mindre grupper där medarbetarna kan känna sig mer delaktiga och bättre föra en dialog. Genom att öppna för dialog och delaktighet i mindre grupper, ge feedback och samverka mer är flera sätt att förbättra motivationen. Det anser vi vara en nödvändighet för att lyckas med den stora kulturella förändringen.</p> / <p>The purpose with this thesis was to evaluate if Scandinavian Airlines Sweden has anchored the current organizational change towards the employees. We have analyzed how Scandinavian Airlines Sweden is working with motivation of the employees and change their values and norms. The starting point was Strategy 2011 and we have evaluated the part that touch the employees’ perspective and the cultural turnaround that takes place within the SAS group. In our own research we have made a delimitation to only investigate Scandinavian Airlines Sweden and their interpretation of the strategy, which they name”Framtidsresan (future trip)”.</p><p>The theoretical model that has been prepared gives us the possibility to analyze the organizational change for Scandinavian Airlines Sweden and evaluate how the changes affect the employees in the organization. The model uses the variables Communication, Organizational change, Employees behavior and Employees conditions.</p><p>Conclusion from the research is that the internal communication within Scandinavian Airlines Sweden mostly has been biased and formal from the company’s side. In most of the cases the employees have not been able to have an active dialogue. Support of the organizational change has been affected by the fact that information not fully have considered what will happen to the employees and their workplace. We strongly feel that anchorage of the organizational change can be improved if Scandinavian Airlines Sweden involves more managerial staff from the organization than the 40 middle level managers that were involved during introduction of ”Framtidsresan (future trip)” with its vision and strategies. That would improve the possibility for a dialogue with the employees and compensate for cultural differences as well as generate a better future result with the organizational change. Another way is to work on the changes in smaller groups where the employees can feel more involved and have a better dialogue. By open up for dialogue and involvement in smaller groups as well as give feedback and cooperate more are some ways to increase motivation. We feel that these steps are necessary to take to be successful with the big cultural change that takes place right now.</p>

<p><strong>Frågeställning: </strong>Hur skiljer sig lågprisflygbolagens strategier jämfört med de traditionella, vilken är den vinnande strategin?</p><p><strong>Huvudsyfte: </strong>Genom utvalda teorier<strong> </strong>och nyckeltal jämföra och se skillnader mellan flygbolagens strategier och hur det påverkar lönsamhet och utveckling<strong>.</strong></p><p><strong>Metoder: </strong>En jämförande studie baserad på sekundärdata på fem stora flygbolag för att hitta olikheter i strategier. Främst används bolagens årsredovisningar, vetenskapliga artiklar och relevanta teorier för insamlandet av data.</p><p><strong>Slutsatser: </strong>Biljettpriset inom flygindustrin blir en allt viktigare faktor att anpassa sig efter för överlevnad på marknaden. Lågprisflygen har genom kostnadsreduceringar genom enklare bokningssystem, mindre personalstyrka, avlägsna flygplatser och enhetlig flotta kunnat sätta lägre priser än de traditionella. Detta innebär att effektiviteten har ökat och detta sätter press på de traditionella flygbolagen att kostnadsreducera och utveckla servicen ytterligare för att ha en chans att klara konkurrensen. Marginalerna har blivit mindre vilket pressar ner lönsamheten inom industrin. Traditionella flygbolag behöver anpassa sig efter de nya kraven och omstruktureringar är nödvändigt.</p> / <p><strong>Problem formulation:  </strong>How does the low price airlines strategies differ from the traditional airlines strategy, which is the winning strategy?</p><p><strong>Main purpose: </strong>With chosen theories and key figures see the differences between airlines strategy and how it affects profitability and development.</p><p><strong>Method: </strong>A comparing study based on secondary data from five big airlines in order to find differences in strategy. Mostly the companies' annual reports, scientific articles and relevant theories are used for the collection of data.</p><p><strong>Conclusions: </strong>It is becoming more important to adjust the ticket price on air travelling to survive on the aviation-market. Low-price airlines have been able to lower the ticket price through cost reductions with easier booking systems, smaller workforce, less attractive airports and a uniform fleet. This productivity increase is forcing the traditional airlines to reduce their costs and improve their service to deal with the competition. The marginal's are getting smaller and profitability is getting lower. Traditional airlines have to adjust after the new demands and restructures are needed.</p>

Background: The airline industry is unique and fascinating. It was protected through government controls until the early 1980s. However, due to deregulation policy the industry opened to free competition. As a result, collaborations and alliances were formed and low budget airlines were able to enter the market. Purpose: The purpose of this thesis is to present the current stage of the European airline industry by investigating the strategies of Ryanair and SAS with the help of strategic management tools. Procedure: Two companies were chosen, Ryanair as a low budget airline and SAS as a mature airline. The investigation was based on secondary data found in financial -, annual -, business - and company reports as well as in independent analyst reports and on the Internet. Results: Ryanair’s and SAS’ strategies differ a lot. While Ryanair is focusing on lowest costs it is able to offer low fare tickets but also puts effort into increasing service. On the other hand, SAS’ complicated situation in the weak industry leads to many strategic adjustments. Its diverse choice of prices and services underlines its current instability. Concerning the European airline industry, moves toward consolidation are observable. The industry is reshaped