Designing and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context. The result is a comprehensive and multifaceted teaching/learning package, which includes applied case studies on a wide range of airlines and aviation businesses, setting out how these organizations deal with strategy formulation and implementation in critical areas. Topics covered include: corporate strategy, generic strategy, competitive strategy, internal and external environment assessment, mergers, alliances, safety and security. Written directly for both aviation professionals and student courses in aviation strategy, aviation management and aviation operations, it will also be of great interest to aviation professionals in a variety of different fields, including airlines, corporate aviation, consultancy, etc., as well as academics within the field of aviation and those within the field of strategy and management science.

Incorporating HC 765-i-vii, session 2012-13. Report published as Volume 1 (ISBN 9780215057440); additional written evidence is contained in Volume 3, available on the Committee website at www.parliament.uk/transcom

The world's commercial aviation industry comprises a complex and highly diverse range of businesses with different forms of governance, ownership, management structure and organisational philosophies. The essays in this Volume address issues of market structure, focusing particularly on changes in the aviation industry that have resulted from policies of deregulation, as well as revenue, cost and pricing, airline mergers and acquisitions and the reasons for and characteristics of global airline alliances. One of the most significant developments in aviation business strategy over the last four decades has been the emergence and expansion of low cost carriers and the implications that this business model has had for the sector in terms of competition, route offering, service innovation and profitability. Central to these discussions are issues of cost and the need to manage yields. This raises the issue of pricing, elasticity, and price discrimination, all of which are of relevance to passenger airlines, air cargo operators and airports. Policies of air service deregulation and liberalisation have fundamentally changed the market structure of airlines and airports. As a result of new airlines entering the market place, many incumbent carriers sought to protect and grow their market share by reconfiguring their network into a hub and spoke operation and merging with, or acquiring their competitors. Another strategy airlines can use to increase their network presence, market power, and obtain enhanced economies of scale and scope is to enter into a strategic alliance with another carrier. Membership of an alliance enables a firm to access new markets that would previously have been difficult and/or expensive to operate into and help to overcome (at least in part) ownership restrictions, a lack of traffic rights to a particular country and markets with limited demand. Deregulation and liberalisation have also changed the competitive nature of the airline market and led to a change in the ownership and control of airports and airlines with many moving from the public to the private sector. The increasingly competitive and contestable market, combined with commercial imperatives to generate a return on investment, means that airlines and airports are incentivised to grow their business through marketing and enhanced customer loyalty. Airlines helped to pioneer the development of customer loyalty schemes and the resulting frequent flyer programmes have become a standard aspect of many full service airline operators' product offerings. However, increased competition and business model innovation have prompted a reconfiguration of these schemes with some low cost operators now incorporating elements of frequent flyer schemes.

Do you ever wonder why an airline’s communication strategy can crash and burn in a crisis? A lack of understanding an acceptable aviation communication strategy can, in this fast world of social media, ruin a company’s credibility in the aviation industry. Aviation Communication: Strategy and Messages for Ensuring Success and Preventing Failures is the first go-to book to reveal to everyone in the aviation industry how to stop an organization’s communication strategy from becoming the tragedy-after-the-tragedy that we’ve seen so often. In such instances, after the media go home, the economic, political, regulatory, and legal effects can linger for years. The strategies and messages in this book show how to prevent this along with the ultimate safety net used by those who have been successful. Readers will learn to prevent catastrophic communication mistakes with strategic templates for a wide array of scenarios, as well as 25 specific techniques that give the actual words to use to deliver the book’s messages. This book is a must-have for the international aviation business community as a tri-functional induction, training, and reference tool.

Designing and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context. The result is a comprehensive and multifaceted teaching/learning package, which includes applied case studies on a wide range of airlines and aviation businesses, setting out how these organizations deal with strategy formulation and implementation in critical areas. Topics covered include: corporate strategy, generic strategy, competitive strategy, internal and external environment assessment, mergers, alliances, safety and security. Written directly for both aviation professionals and student courses in aviation strategy, aviation management and aviation operations, it will also be of great interest to aviation professionals in a variety of different fields, including airlines, corporate aviation, consultancy, etc., as well as academics within the field of aviation and those within the field of strategy and management science.

The emergence of China as a future major participant in international aviation raises some interesting questions, especially from a strategic policy perspective. The progressive shift from a command to a mixed market economy under the central leadership of the Beijing administration now finds itself faced with the needs to balance a strategic duality in the context of the role of China's civil aviation industry. In a very real sense this situation requires the design and accommodation of a growing role for China's mainstream carriers within the operational context of the need to meet the complex challenges from increasing international market competition. In parallel with such major external pressures, central government must also accommodate domestic priorities with regard to internal economic development. The fruits of economic progress as a function of market reform are commonly understood to have positively reshaped the live of only a proportion of the national population to date. The need to create greater access to economic growth for the more remote western and northern provinces has required that the rapid development of airports become a factor in the planning and allocation of developmental priorities. To complicate matters further, prevailing requirements of airspace defence remain a major parameter within the larger context of national aviation policy. This book explores the political, economic and strategic issues raised by the inevitable tension between the domestic and international aspects of Beijing's current civil aviation strategy. It also seeks to identify some of the problems that face the industry as a key sector in the larger context of macroeconomic reform and the further pressures now being exerted by China's membership of the WTO.