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This study attempted to establish the travel behaviours and choice criteria of the South African domestic air passenger and how they differed between low-cost carriers (LCCs) and full-service carriers (FSCs). The study was quantitative and used structured questionnaires to collect data via personal interviews. Descriptive and inferential techniques were used to analyse the data, including a binomial logistic regression to identify predictors of model choice. Analysis This study attempted to establish the travel behaviours and choice criteria of the South African domestic air passenger and how they differed between low-cost carriers (LCCs) and full-service carriers (FSCs). The study was quantitative and used structured questionnaires to collect data via personal interviews. Descriptive and inferential techniques were used to analyse the data, including a binomial logistic regression to identify predictors of model choice. Analysis showed that passengers had a limited understanding of the functioning of the models. This results in consumer perceptions and expectations being discordant with the true differences. In distinguishing between models, LCC passengers rate LCCs more favourably than FSC passengers, but both rate FSCs higher than LCCs. This shows the need of consumers to have the features and services of the FSCs. Amongst the key findings was the absolute importance of price to the passengers on both models when purchasing the ticket. The analysis showed that LCC passengers are highly price sensitive and show loyalty to the lowest price (not airline model). It was apparent that frequent flyer programmes (FFP), or linkages to 3rd party loyalty programmes, for LCCs need to be reconsidered. Younger LCC passengers especially, indicated a need for a simple FFP to receive some form of ‘reward’, as well as benefits traditionally only offered by FSCs. FSC passengers show a greater degree of loyalty and less fare sensitivity. This provides the FSCs with a degree of fare flexibility and the opportunity to move their loyal, less price-sensitive consumers up the price curve to maximise revenue. It was shown that, in distinguishing themselves from FSCs, it is important that LCCs are perceived as being more affordable than FSCs and are offering a value-for-money service. In essence, LCCs have to defend their positioning by (i) ensuring that their fares are not perceived to be as high as a FSCs and (ii) watching that the FSC fares are not declining to a level where FSCs are perceived as being as cheap as a LCC. For LCCs, brand building strategies around issues other than fare need to be devised, with attention paid to identifying determinant factors. / Business Management / D. Com (Business Management)

M. Tech. Tourism and Hospitality Management / The objective of this research is to compile a comprehensive profile of the passengers of Airlink which is a South African domestic airline. The other objectives are to explore the marketing process and behavioural description of Airlink's customers.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This qualitative study is anchored on Jim Collins' business bestseller entitled, "Good to Great: Why Some Companies Make the Leap ... & Others Don't". It draws on its main business paradigms and models designed to help firms to make the quantum leap from not only being "good", but to become "great" world class performers and brands if they follow his dictums and business advocacy in overcoming obstacles and archaic business thinking. I have chosen for this dissertation, South Africa's latest low~cost carrier (Lee), "I Time", which has just entered this lucrative but highly competitive aviation industry dominated by SAA and with a small market share fought over by Kulula, the very first Lee challenger. It is a 000- empirical case study as it is focused on 1 Time and with a solo interview drawn from Glenn Orsmond and augmented by research data glimpsed from the company and also the media and other sources. After the introduction and overview, from Chapter 3 onwards, in each of the chapters, my approach is to highlight the Collins key business models [and in some cases, interspersed with other models drawn from other business writers] that help companies to migrate from good to great covering such determinants as leadership, corporate culture, human asset, technology, competitive strategies and so on. This is then interwoven with the strategic thoughts of Glenn Orsmond, the CEO of "1 Time" low·cost budget carrier whom I managed to interview for this thesis and supplemented with my own research inputs and analysis. I conclude this study with highlights and recommendations as to how "I Time" can achieve this long-term objective, as it is a new entrant and challenger, hence riding the learning curve and competing with the traditional carrier, SAA as well as Kulula, the major Lee. The challenge now is for 1 Time to enter into the "Good" loop and then take drastic as well as incremental steps to migrate to "Great," the highest aspiration for companies that are prepared for long term survival built on a lasting set of strategies. Collins has termed good as the nemesis of great and thus entrepreneurs and CEOs need to have a deep understanding of the underlying principles and determinants in their great leap forward by thinking aloud that good is merely average. / AFRIKAANSE OPSOMMING: Die volgende kwalitatiewe studie is gebaseer op die topverkoper van Jim Collins getiteld. "Good to Great: Why some companies make the leap ... & others don't" USA: Harpers Business 2001. Die uitsprake en besigheidsbeginsels van Collins help besighede om die brug tussen "goed" en "onverbeterlik" te oorbrug. As die inhoud van bogenoemde uitsprake en besigheidverbeteringe en aanbevelings nagekom word, sal verouderde besigheiddenke en ander struikelblokke verwyder word sodat die volgende stelling van pas is. Ek het vir hierdie proefskrif "I Time", Suid-Afrika se nuutste lae koste vlug vrag draer gekies. "1 Time" het so pas hierdie winsgewende en hoogs kompeterende mark betree, wat tot dusver gedomineer is deur SAL, en 'n ander klein vlugvragdraer, naamlik Kulula, wat die eerste lae koste vlug vrag draer was. Die gevalle studie is nie gebaseer op absolute besigheidsteorie nie, maar fokus sIegs op " I Time", met 'n persoonlike onderhoud wat met Glenn Ormond gevoer is en uitgebrei is deur navorsings data wat aan my voorsien deur "1 Time" asook deur die media en ander bronne. Die benadering wat deurentyd gevolg word, vanaf hoofstuk 3, is Collins se sleutel besigheidsmodelle uit te lug en te koppel met [in sommige gevalle, ander besigheidsskrywers se modules] wat maatskappye help om te migreer van goed na uitsonderlik en determinante soos leierskap, korporatiewe kultuur, menslike hulpbronne, tegnologie, kompeterende strategie dek en so voorts. Dit is dan geinterweef in strategiese denke van Glen Orsmond, die Hoof Uitvoerende Beampte van "1 Time" lae-koste begroting draer waar ek die kans gehad het om 'n onderhoud te voer vir hierdie proefskrif ondersteun deur my eie navorsing en analise. Ek sluit die studie af met uitgeligte punte en aanbevelings hoe "1 Time" hulle langtermyn doelwitte kan bereik, siende dat hulle die mark as nuweling betree en bekend wil wees as die nuutste aanspraakmaker in die lae-koste vlugvrag draer industrie, sal hulle bereid moet wees om die lae kurwe te moet deurloop terwyl hulle kompeteer met SAL en Kulula, die huidige hoof kompetisie in die lae-koste draer bedryf, Die ommiddellike uitdaging vir "1 Time" is om die "Goeie" situasie te betree en dan met inkrimentele stappe te migreer na die "Onverbeterlike" vlak, die hoogste aspirasie vir maatskappye wat voorbereid is om hulle lang termyn bestaan wat op volgehoue besigheids strategie gebaseer is te behou. Collins bepaal dat die "Goeie" vlak die wraakgodin is van die "Onverbeterlike" vlak en dat CEO's en ondernemers moet waak om 'n diep verstandhouding van die grondbeginsels en beslissende faktore in hulle tog in hulle groot sprong voorentoe en dat die "goeie" vlak moet gesien word as 'n onaanvaarbare gemiddelde prestasie.

關係行銷或是一對一行銷是目前行銷領域上廣泛被討論的議 題，企業要如何透過有效的辨識、區隔、互動以及客制化來量身打造 顧客專屬的個人化產品與服務內容，並強化其重複消費動機及忠誠， 為目前各種產業爭相積極追求的目標，此外，由於微利時代風暴，各 產業無不希望透過顧客價值的辨識與經營，實現以更有效、更低的成 本的差異化行銷策略來創造高收益的企業經營目標，以航空產業如此 資本密集，高固定成本，低變動成本以及不對稱的供需平衡，誰掌握 低成本領導與差異化策略優勢，便能決戰存續於二十一世紀超競爭時 代之中。 由於資訊科技、網際網路以及資料探勘技術的臻於成熟， 充份 發揮了跨國、即時、深度滲透與互動的特性，使得關係行銷、一對一 行銷的實現變得更加有效而可行。本研究希望從顧客價值的認定、顧 客忠誠策略以及資料探勘技術的探討，來思考如何運用於航空公司會 員系統的顧客區隔，同時，希能透過航空公司產業通路架構、全球旅 行社訂位系統(CRS)的發展現狀、微妙的航空公司間策略聯盟以及不 同航空公司所提供的會員酬賓計劃內容的探討與陳述，初略地對個案 公司的所在環境進行策略性分析，以建議其所需採取投入關係行銷的 主要焦點客層。 緊接著， 利用資料探勘工具中的分群技術， 選定有效的指標變 數，針對某一區間的會員交易資料進行分群，藉由研究各群會員所蘊 含的特殊屬性，如營收貢獻、產品特性、通路喜好以及消費行為等等， 依據前述所定義的目標客層，以創造顧客價值為目標，精確建立目標 客戶群，並據以設計不同的行銷策略與產品組合，逐步深耕建立完整 會員關係行銷資料庫。 最後， 對於本研究所無法觸及的研究議題， 概略指出後續可能 的研究方向與建議。 / Customer Relationship Management and data mining in this hyper-competitive era have revealed a lot of interesting and innovative opportunities to enrich the capability of company to realize and provide customer value. They touch the most critical issue of the enterprise, “How can we create and sustain successful advantage, and maximize profitability by leveraging new technologies ?＂In this thesis, we will focus on the application of data mining in the FFP of the airlines industry, and look over the differences among FFP members to discover the implicative needs of FFP customers. First of all, we start discussion on literature review in chapter two, which was divided into three parts: customer loyalty strategy, customer value and data mining. In this chapter, we put emphasis on the concepts and definitions of above topics, and they would be helpful to us to select and decide key variables in the following data mining practice. Chapter three of this thesis is to introduce the structure and characteristics of the airlines industry, the history of Computerized Reservation System(CRS), the airlines strategy alliance and the FFP system, and to figure out the way to understand the existing threats and opportunities. Chapter four, which was abode by the steps of data mining process, defines business issues and collects around one year's FFP historical transaction data to establish the target data and perform an actual data mining practice. In this real practice, we use the demographic cluster function of IBM Intelligent Mining tool to do member clustering. We select net revenue, first and business class spending rate, reservation booking designator and customer activation as analytical variables to perform FFP member clustering. Each variable has been well equipped with weight and method to produce best cluster pattern. Finally, according to the mining results we have explored and interpreted, we provide our draft recommendations about marketing planning and mix activities from the perspectives of FFP members clustering.

L’application des règles de concurrence de l’Union européenne au secteur de l’aviation présente un caractère spécial. Les rapprochements des compagnies aériennes sous formes d’alliances ou concentrations sont à première vue indispensables, afin de garantir leur viabilité et mieux desservir les besoins des voyageurs. La pression concurrentielle exercée par les différents moyens de transports et la globalisation des échanges conduisent vers cette voie. Or, la consolidation du marché aérien peut avoir des conséquences néfastes au détriment des consommateurs. Structure oligopolistique, organisation des gros opérateurs en réseaux (hub-and-spoke system), insuffisance des infrastructures, coûts énormes d’exploitation ainsi que protectionnisme au niveau international, constituent des barrières considérables à l’entrée de nouveaux concurrents et peuvent conduire à des pratiques abusives. La transparence tarifaire et les accords de coopération peuvent favoriser les cartels entre transporteurs aériens. La Commission évalue la position des parties et les risques à la concurrence sur des liaisons déterminées (paires de villes). Cette méthode de délimitation du marché pertinent au transport aérien suscite une polémique de la part notamment des compagnies aériennes qui soutiennent une approche fondée sur la concurrence entre réseaux. Ce débat, montre l’évolution du secteur de l’aviation et la nécessité de prendre toujours en compte les nouvelles données. Le maintien d’une concurrence efficace au secteur de l’aviation n’est pas un objectif en soi, mais un instrument de la politique européenne pour la création du « ciel unique européen ». L’intervention des autorités de l’Union européenne au secteur de l’aviation ne se limite pas à une application rigoureuse des règles de concurrence mais vise à éliminer préalablement les phénomènes anticoncurrentiels par l’adoption d’un cadre législatif. / The application of European Union’s competition rules to the aviation sector presents a special character. The rapprochement of air companies either by the formation of alliances or mergers seem to be necessary. Indeed, it can guarantee the existence of a company as well as it serves the needs of travellers. The competitive pressure exercised by the different existing means of transportation and the globalisation of exchanges lead to this behaviour. But this consolidation of the air market can have harmful consequences for consumers. Oligopolistic structures, the hub-and-spoke system, insufficiency of infrastructures, enormous costs of exploitation along with protectionism at an international level, constitute considerable barriers for new competitors and could lead to abusive practices. Tariff transparency and cooperative agreements can furtherer cartels in between air transporters. The Commission assesses the position of the parties and competitive risks on specific routes (city pairs). This method of delimitation of the market for air transport has created a polemic, especially from the airline companies supporting an approach based on competition between networks. This debate shows the evolution of the aviation sector and the necessity of always taking into consideration new data. The upholding of an efficient competition system within the aviation sector is not an objective in itself, but means of European politic for the creation of a “Single European Sky”. The intervention of European authorities within the aviation sector is not limited to a rigorous application of competition rules but aims first at eliminating anticompetitive phenomenon by adopting a legislative framework.

This thesis is at the beginning dealing with issues of formation and dissemination of the financial crisis and its impacts in 2007-2009. It briefly states the overall development of this crisis and its spread throughout the world. More specifically, it describes its impact on air transport industry in Europe and in Czech republic, analyzes the overall progress and developments in the time of crisis in air transport and its impact on European airports and airlines. Its main focus is specifically the Czech national carrier Czech Airlines. The main part of this thesis deals with brief description of the CSA company, its overall development and the state before the crisis. In detail then, it monitors the implications of this financial crisis in the strategic decisions of the company in 2008-2010, states and analyzes all the undertaken measures and specifies the financial strategy of the company itself, influenced by the consequences of the global financial crisis and deep recession in the aviation sector. At the end of this thesis it is an overall evaluation of these strategies and measures, it is analysed and predicted the future development of Czech Airlines company in subsequent years.

Le développement de puissantes compagnies aériennes bénéficiant d’un soutien évident d’acteurs politiques qui ont (re)lancé leurs activités vient poser d’importants défis pour le secteur aérien international. De fait, de nombreuses entités politiques perçoivent le transport aérien comme un outil indispensable afin de promouvoir leurs intérêts et s’imposer davantage sur la scène internationale. Les cas des émirats de Dubaï, d’Abu Dhabi et du Qatar, ainsi que de la Turquie illustrent pleinement la façon dont des acteurs politiques utilisent le développement d’une compagnie aérienne localement basée en fonction d’objectifs qui leur sont propres. La croissance inédite d’Emirates Airline, Etihad Airways, Qatar Airways et Turkish Airlines vient toutefois bouleverser l’évolution de la connectivité aérienne mondiale, tandis que les nombreux acteurs de l’aérien peinent à s’accorder sur la mise en œuvre d’un cadre de portée internationale censé garantir l’existence d’une « concurrence loyale » entre les transporteurs, sur fond d’intérêts divergents. Le contrôle de la connectivité constitue en effet un instrument de soft power qui vient renforcer la position des acteurs qui l’utilisent, tout en créant des liens de/d’(inter)dépendance croissants. Les autorités politiques adoptent toutefois des approches différenciées afin de développer leur soft power, tandis que l’Union européenne s’avère être, pour l’heure, en retrait d’une telle dynamique. / The growth of strong airlines benefiting from a large support of political stakeholders who have (re)launched their activities is leading to important challenges for the international air transport sector. Numerous political entities perceive aviation as an essential tool to promote their interests and to gain more international recognition. The cases of the emirates of Dubai, Abu Dhabi and Qatar, but also Turkey are fully showing how political stakeholders use the development of a locally based airline according to their own goals. The large growth of Emirates Airline, Etihad Airways, Qatar Airways and Turkish Airlines is disrupting the air connectivity evolution at a worldwide scale, while numerous aviation stakeholders do not reach to agree on an international framework aiming to safeguard a “fair competition” between air carriers, in a context of differing interests. Thus, the control of air connectivity forms a soft power instrument strengthening the position of stakeholders who are using it while creating in the meantime growing (inter)dependence links. Political authorities adopt however differentiated approaches in order to expand their soft power, whereas the European Union is, for now, staying away of such a dynamic.

Submitted by Elba Lopes (elba.lopes@fecap.br) on 2017-09-20T12:15:55Z No. of bitstreams: 2 Isis de Oliveira Domingues.pdf: 1638983 bytes, checksum: 0df0ba91fb833bf8a1587120c313917e (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2017-09-20T12:15:55Z (GMT). No. of bitstreams: 2 Isis de Oliveira Domingues.pdf: 1638983 bytes, checksum: 0df0ba91fb833bf8a1587120c313917e (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2016-07-05 / The changes undergone in the international scenery between the XX and XXI centuries brought challenges to the business environment, turning continuous improvement in risk management tools into a necessity. To adapt, organizations began to implement changes in its administrative and operational structures and, hence, improved their internal control systems. This study aims to identify and analyze the internal control and risk management practices implemented on the Brazilian commercial aviation companies. The commercial aviation industry, in addition to working with small operating margins, deal directly with lives of passengers and their own employees every day, which requires an alignment of internal control practices and risk management within the company culture. It is an empirical research, qualitative and descriptive, supported by bibliographic and documentary research. To achieve that goal interviews have been conducted with managers and representatives of the accounting / financial areas as well as areas involved in operation and maintenance. The results show there is a big diversity between the internal control and risk management procedures when you compare administrative and operating areas, but also between companies. It has been noted that the internal control settings usually used are related with the duties the airline companies have with national and international institutions. / As mudan??as sofridas no cen??rio internacional entre os s??culos XX e XXI trouxeram desafios ao ambiente de neg??cios, tornando necess??rio um aprimoramento cont??nuo das chamadas ferramentas de gest??o de riscos. Para se adaptarem, as organiza????es come??aram a implantar mudan??as em suas estruturas administrativas e operacionais e, consequentemente, adequaram seus sistemas de controles internos. Este trabalho objetiva identificar e analisar as pr??ticas de controle interno e gest??o de riscos implementadas nas empresas de avia????o civil brasileiras. O setor de avi??o civil, al??m de trabalhar com margens operacionais pequenas, lida diretamente com a vida de passageiros e de seus pr??prios colaborados todos os dias, ou seja, sua pr??pria natureza exige um alinhamento de pr??ticas de controle interno e gest??o de riscos dentro da cultura da empresa. Trata-se de uma investiga????o de car??ter emp??rico, qualitativo e descritivo, apoiada por pesquisa bibliogr??fica e documental. Para tanto foram realizadas entrevistas com gestores e representantes das ??reas cont??bil/financeira e tamb??m de ??reas inerentes ?? opera????o e manuten????o. Os resultados apontam que h?? uma grande diversidade entre os processos de controle interno e gest??o de riscos adotados, ao comparar ??reas administrativas e operacionais, e tamb??m de empresa para empresa. Notou-se que os controles internos utilizados est??o ligados ??s regulamenta????es e obrigatoriedades por parte de ??rg??os nacionais e internacionais de avia????o civil.

<p>De traditionella flygbolagen verkar idag på en konkurrensutsatt marknad. Då flygbolagen ofta är statligt ägda präglas de av byråkratiska och komplexa beslutsprocesser. I flygbolagens omgivning finns ett flertal olika intressenter, däribland fackförbund. Dessa kan ha en ansenlig inverkan på flygbolagen. Uppsatsen kommer att utgå ifrån en deduktiv ansats där kvalitativa intervjuer samt en kvantitativ enkätundersökning kommer att genomföras. Uppsatsen kommer att utgå ifrån ett intressentperspektiv där följande teorier kommer att tillämpas; intressentmodellen, affärsidén, involveringsteorin samt värdestjärnan. Empirin består av primärdata i form av intervjuer samt en enkätundersökning med 50 stycken slumpmässigt valda respondenter. Resultatet visar på att SAS nästintill 40 stycken fackförbund skapar en generell tröghet i bolaget. Antalet gör det svårt att uppnå en samverkan mellan de olika parterna. Det finns dock förutsättningar för samverkan men parterna måste då vara villiga att genomgå de strukturförändringar som krävs. Författarna har kommit fram till att det inte råder någon samverkan mellan fackförbunden och SAS. Då det inte är någon samverkan ser heller inte fackförbunden till SAS välmående utan mer till sina medlemmars önskemål och behov. För att nå en långsiktig överlevnad bör SAS och dess struktur förändras i takt med omvärlden.</p>