With the development of international civil aviation, my country’s civil aviation industry is also steadily expanding and improving rapidly, and the role of airlines is becoming increasingly important. The following is the content of excellent essay examples about airline companies that I have compiled for you. You are welcome to read and refer to it!
Excellent example essays about airline companies 1
Let’s talk about my country’s low-cost airlines Company Development Model
Abstract: This article takes American Southwest Airlines and domestic Spring Airlines as examples to explain the successful experience of low-cost airlines by analyzing their competitive strategies, cost structures and operating decision-making elements. The bottlenecks in the development of low-cost airlines are analyzed, and the development path of developing a low-cost aviation market with Chinese characteristics and enhancing the overall competitiveness of the domestic civil aviation industry is pointed out.
Keywords: low-cost airlines; differences; cost structure; operating decisions
Over the past thirty years of reform and opening up, with the sustained and rapid development of China’s economy, China’s civil aviation industry has maintained The double-digit average growth rate can be called a miracle in the history of world civil aviation development. With the changes in the national macro policy environment, the adjustment of the industrial structure of the civil aviation industry, and the rapid development of the regional economy, a number of private airlines such as Spring Airlines, Juneyao Airlines, Lucky Air, and Urumqi Airlines emerged at the historic moment.
At present, there are more than 170 low-cost airlines in the world, occupying 28% of the global aviation market, and the proportions in North America and Europe are as high as 30 and 40% respectively [1]. As a model of domestic low-cost airline development, Spring Airlines' development model has been closely watched by the industry. Spring Airlines' 2015 interim report disclosed that its net profit was 620 million, a year-on-year increase of 128.99 [2]. The author will make a preliminary discussion on the development model of low-cost airlines in my country based on the overview of low-cost airline development at home and abroad.
1. The development of foreign low-cost airlines
Low-cost airlines (LowCostAirline) are a type of airlines that originated in the United States in the 1970s with the relaxation of aviation regulations. A new type of airline. This type of company adopts a business development model with cost reduction as its core and attracts passengers with low fares. The target market positioning is to provide cheap, fast and safe air transportation services to the general public, so this type of company is also called Low cost airlines.
The main development history of low-cost airlines abroad can be summarized as follows: they originated in the United States in the 1970s, were accepted by Europe in the 1980s and 1990s, became popular in Asia and Oceania in the early 21st century, and then became popular in Asia and Oceania. Blooming all over the world.
Southwest Airlines, founded in 1971, is called the "originator" of low-cost airlines by the industry. The company adheres to the service concept and strategy of "happy and family-oriented" and advocates "employees" Profit comes first? Thanks to the high efficiency of employees, relatively low labor costs compared to the industry, and the service method of creating a relaxed and pleasant environment for passengers during the flight, Southwest Airlines has achieved profitability for 36 consecutive years and has become the world's largest civil aviation company. A benchmark for management. Following Southwest Airlines, a number of low-cost airlines have emerged in continental Europe, including Ryanair, Easyjet and AirBerlin. Ryanair, headquartered in Ireland, was founded in 1985. It is currently Europe's largest low-cost airline, with 209 low-cost routes, and has gradually developed into the most profitable airline in the world.
Easy Air is the second largest low-cost airline in Europe after Ryanair. More than 90% of Easy Air’s tickets are sold through the Internet and call centers, and it operates routes between 153 European city pairs. To serve passengers. Air Berlin is Europe's third largest low-cost airline, attracting business and sightseeing passengers with its dense route network and cost-effective services.
At the beginning of the 21st century, a large number of low-cost airlines emerged in Asia and Oceania, mainly including AirAsia, Tiger Airways, Cebu Pacific, Jetstar ( JetstarAustralia), Virgin Blue, etc. AirAsia, headquartered in Malaysia, was founded in 2001. It has established its own brand in Southeast Asia through low ticket prices, high-quality services, and high-standard flight safety guarantees. Its route network has covered all ASEAN countries, including China, India and Bangladesh. 122 destinations, including Hong Kong, Macau, Shenzhen, Guangzhou, Haikou, Guilin and Hangzhou, have been opened in southern China. It recently won the award from the British Skytrax Research company, a professional monitoring and consulting organization for global air transport research. 2009 "World's Best Low-Cost Airline" award.
Jetstar Airways, established in 2004, is a low-cost airline owned by Qantas and is headquartered in Melbourne, Australia. The company established Jetstar Asia Airlines in Singapore and Jetstar Asia in Vietnam through strategic investment. Star Pacific Airlines mainly targets markets in countries and regions such as the Asia-Pacific region, Australia and New Zealand[3].
2. The difference between low-cost airlines and traditional airlines
Traditional airlines provide customers with various services with greater freedom of choice, such as VIP access, professional catering, A variety of "luxury" services such as in-flight leisure activities and mobile communications generally have their own air ticket agencies, sales outlets, company websites and call centers. Low-cost airlines are characterized by low-cost strategies, adopt simple business models to control operating costs, and do not provide luxury services. Their development is affected by many factors such as market demand, information technology, aviation control and anti-monopoly systems. Therefore, The development models of low-cost airlines vary from country to country.
Looking at the development models of low-cost airlines in various countries, we can find that there are great differences between low-cost airlines and traditional airlines in terms of route opening, airport selection, ticketing methods, aircraft model selection, and supporting services. , low-cost airlines invariably adopt low-cost strategies to reduce fares to a lower level while still maintaining a certain level of profitability.
The following table reveals the differences between low-cost airlines and traditional airlines
Low-cost airlines traditional airlines
Route network structure point-to-point or discrete structure Hub-and-spoke structure
Use airport Category II or regional airport hub airport
Sales model telephone and online booking agents, sales department, Internet and telephone
Machine Choose a single aircraft model, multiple aircraft types
; Single cabin class, two or three cabin classes
Supporting services, non-luxury services or paid services, full-service services
Market positioning of mass consumer groups, high-end consumer groups, mass consumer groups
3. Successful models of foreign low-cost airline development
Low-cost airlines usually use non-traditional methods to implement core features A competitive corporate operating model, minimizing avoidable operating costs and administrative expenses, controlling a lower cost structure, giving it a certain advantage in fare competition, and constantly stimulating the market through ultra-low fare sales strategies potential demand. Usually, airline cost structure is divided into three parts: system cost, flight cost and ground service cost.
Among the foreign low-cost airlines with more successful operating models include: Southwest Airlines (SWA) and JetBlue (JetBlue) in the United States; Ryanair and EasyJet in Europe ); AirAsia, etc. The author takes American Southwest Airlines as an example to study the successful operation model of foreign low-cost airlines.
Southwest Airlines has built a harmonious strategic development system by implementing effective cost control and active price competition strategies. Its operating decision-making characteristics in the fierce competition in the aviation market can be summarized as follows :
1. All use a single B737 model
Choosing a single model is conducive to batch procurement, reducing the original cost of the aircraft and reducing the depreciation cost of the aircraft; using a single model reduces The training cost of pilots and maintenance personnel improves the quality of pilots and aircraft maintenance; a single aircraft model helps reduce the storage cost of aircraft parts.
2. Improve the utilization rate of the aircraft
There will be no business class, improve the cabin layout, and increase the space utilization rate of the aircraft; implement lean management, increase flight density, and improve the daily use of the aircraft Rate.
3. Flying point-to-point short and medium-distance domestic routes
Since the B737 aircraft is restricted by factors such as cruising altitude, speed, structure, etc., it is not suitable for flying long routes, but it is suitable for short- and medium-distance flights. It has excellent performance during route flight, low fuel consumption and good economy.
4. Use secondary airports
Choose smaller or relatively low-busy airports that are far away from the city. Secondary airports are usually cheaper and have better inbound and outbound passenger transportation. The layout of the building is simple.
5. Maintain a streamlined man-machine ratio
By controlling fleet size and aircraft models, improve the overall quality of employees, standardize management processes, and maintain a streamlined man-machine ratio.
6. Limited meal supply
Basically no catering service is provided. On the one hand, it reduces operating costs. On the other hand, due to the reduced cleaning time caused by on-board hygiene, it is beneficial to the safety of the aircraft. Fast transit times and reliable departure rates.
7. Adopt direct sales model
Book tickets by phone and website, pay by credit card, do not provide free door-to-door ticket delivery service, do not sell tickets through travel agencies and agencies, and reduce intermediate links Expenses.
IV. The development path of Spring Airlines
Spring Airlines Co., Ltd. was founded by Spring Travel Agency with a registered capital of 100 million yuan. It started flying in July 2005 and operates domestically (including Hong Kong and Macao). ), air passenger and cargo transportation business and aviation-related business originating from Shanghai or other designated areas to surrounding countries. It is the first low-cost airline wholly owned by Chinese private capital. In the first half of 2015, Spring Airlines' average fare was 0.36 yuan/passenger kilometer, and its load factor was 93. It became the airline with the highest passenger load factor in domestic civil aviation and achieved impressive results of being profitable for 10 consecutive years.
China is a rapidly developing large country. It is different from Europe, the United States and other Asian countries in terms of policies and regulations, economic conditions, operating environment, social factors and scientific and technological levels. Therefore, it completely copies foreign low-cost technologies. The aviation business model is destined to fail. Spring Airlines has learned from the successful development experience of foreign low-cost airlines, innovated services and products, given full play to its own advantages, and opened up a low-cost development path with Chinese characteristics.
The development of Spring Airlines is similar to that of foreign low-cost airlines:
1. All use a single A320 aircraft model to save operating costs.
2. Improved the utilization rate of the aircraft, with the daily flight time of each aircraft reaching about 11 hours;
3. Flying point-to-point, medium and short-distance domestic routes, maximizing the use of the aircraft Performance advantages and fuel consumption advantages;
4. Adopt online direct sales model to save sales costs;
5. Control streamlined man-machine ratio, Spring Airlines’ man-machine ratio will be 60: About 1;
6. Limited meals are provided on board, which reduces operating costs and facilitates quick transit;
7. Use second-tier airports to reduce flight and ground costs.
Due to different development environments, Spring Airlines has implemented a series of low-cost development strategies with its own characteristics:
1. Free baggage allowance
Spring Airlines’ The maximum free baggage allowance is 15 kilograms, while the minimum free baggage allowance of other domestic airlines is 20 kilograms. Lowering the load of the aircraft will reduce the fuel consumption of the aircraft;
2. On-board merchandise sales
Only one bottle of 300 ml mineral water is provided for free to each passenger on board. Free meals are not provided. Paid food and drinks are provided. Some special commodities, aircraft models, silk scarves, etc. are sold on the aircraft to increase the company's Income;
3. Ticket sales
Spring Airlines does not enter the China Civil Aviation Ticketing System to sell tickets. You can book tickets at the Spring and Autumn Travel Agency outlets or log on to the official website of Spring Airlines.
4. Cabin renovation
The aircraft does not have first class or business class but only 180 economy class seats. A large number of single-class configurations have increased passenger capacity;
5. Delay handling
Whether flight delays are caused by weather or the airline's own reasons, Spring Airlines will not provide free meals to passengers.
5. Bottlenecks and prospects for the development of low-cost aviation in China
In recent years, the state has relaxed market access for private investment entities to establish public air transport enterprises. The door to the civil aviation industry is gradually opening to private capital. However, since my country's private aviation is currently in an oligopoly competition structure, the living environment of private aviation is still worrying:
1. Strict market access and policy barriers
What happens to private aviation The development bottlenecks have to make people think deeply. On the one hand, the "Regulations on Domestic Investment in the Civil Aviation Industry (Trial)", "36 Non-Public Economy Articles" and the "Guiding Opinions of the Civil Aviation Administration on Promoting the Development of Low-Cost Aviation" issued in early 2014, etc. Macroeconomic policies encourage private capital to invest in the civil aviation industry, but supporting measures such as route approval, air traffic control, and aviation fuel have not kept up. On the other hand, low-cost airlines are subject to many restrictions in terms of aircraft introduction and pilot mobility.
2. Serious oligopoly structure
The three major aviation groups, Air China, China Southern Airlines and China Eastern Airlines, occupy the vast majority of the domestic market share. In order to maintain the monopoly structure and win high-end In order to achieve monopoly profits, the three major airlines have not hesitated to stifle emerging low-cost airlines. According to their wishes, the three major airlines have prompted the civil aviation authorities and national administrative agencies to issue trading rules for pilot mobility, air ticket price setting, etc., to achieve an oligopoly situation.
3. Shortage of expansion funds
As the main body of low-cost aviation investment, private capital has limited funds and poor financing channels, resulting in a shortage of funds for the development of low-cost aviation and slow fleet expansion. It is difficult to form economies of scale in a short period of time and therefore cannot occupy a place in market competition.
To completely break the dull situation of the civil aviation market dominated by state-owned airlines and truly help low-cost airlines break through the development bottleneck, the author believes that the regulatory authorities and the airlines themselves should make a difference in the following aspects:
1. The competent government departments, especially the civil aviation authorities, should formulate regulations and policies for the development of low-cost aviation as early as possible, and effectively introduce a series of supporting measures to encourage and support the development of low-cost aviation. In the independent introduction of aircraft and the reasonable flow of pilots, , air traffic control, route selection and other aspects will be opened to low-cost airlines in a conditional and step-by-step manner, and tariffs on aircraft purchase and aviation materials will be reduced, so that low-cost airlines can take advantage of cost control and other aspects.
2. Gradually open up second- and third-category airports near major cities, learn from the convenient conditions provided by civil aviation authorities such as Singapore and Kuala Lumpur for the development of low-cost aviation, and build low-cost terminals near major airports or in A new low-cost terminal will be built at the military-civilian airport.
3. Establish an investment and financing model suitable for my country’s national conditions, properly handle the competition and cooperation between low-cost airlines and state-owned airlines, establish a sound market economic system in the civil aviation industry, and give full play to the market’s role in resource allocation. It plays a fundamental role in making use of the state-owned economy’s dominant position and holding advantages in the civil aviation industry to ensure the healthy development of low-cost airlines in the right direction.
4. Low-cost airlines strengthen internal construction and create a "family business" atmosphere and culture through employee shareholding and participation, cultivate employees' sense of belonging and identification with the enterprise, and mobilize employees with enthusiasm and creativity to improve the quality of aviation service products and work efficiency.
5. Dig deeply into differentiated service methods, formulate differentiated strategies in terms of market development, in-flight services and ticket sales, and use national policy subsidies to develop regional aviation in remote areas. The development will help increase the company’s The revenue-generating in-flight service model makes full use of modern high technology to reduce ticket sales costs.
6. Industry authorities should summarize and evaluate the implementation results of the flight schedule reform plans of Guangzhou Baiyun Airport and Shanghai Pudong Airport as soon as possible, establish a long-term reform mechanism for flight slot allocation, and further promote the reform of domestic flight slot allocation models.
Low-cost airlines are a new thing in the domestic aviation industry. Although their development faces many unfavorable factors, they have caught up with the rapid development of the domestic civil aviation industry. The regulatory conditions required for the development of low-cost airlines are correct. With the gradual relaxation and the huge domestic market expansion space, the development prospects of low-cost airlines in the country will be very broad.
References:
[1] Zhao Wei. Dual-core strategic model of low-cost airlines [J] Air Transport Business, 2014(7): 26-32.
[2] Summary of the 2015 Semi-annual Report of Spring Airlines Co., Ltd., P1-2.
[3] Peng Junwenjun. Thoughts from foreign low-cost airlines [J] Reform and Management , 2010(7): 173-177.
[4] Li Li. Enlightenment of the successful model of international low-cost airlines to my country [J]. Air Transport Business, 2010(15): 44-48. Excellent examples of airline-related papers 2
A brief discussion on the evaluation and analysis of the competitive advantages of my country's airlines
Abstract: Based on the definition of the connotation of airlines' competitive advantages, the competitive advantages of airlines are constructed The evaluation index system uses the principal component analysis method in advanced statistics to evaluate and analyze the competitive advantages of domestic and foreign airlines, and then puts forward rational suggestions based on the importance of each dimension of the airline's competitive advantages. The results show that the core focus of improving the competitive advantage of airlines is to improve service quality and customer satisfaction, improve marketing management and operational management levels, enhance capital application capabilities, and improve asset profitability.
Keywords: airlines; competitive advantages; principal component analysis; evaluation indicators
1. Introduction
During the 12th Five-Year Plan, in the civil aviation powerhouse ?With strategic support, my country’s air transport industry has entered a golden development period. From 2011 to 2014, my country's civil aviation passenger traffic increased significantly from 290 million to 390 million, with an average annual compound growth rate of more than 10. Currently, the total turnover of China's civil aviation ranks second in the world, second only to the United States. However, compared with aviation giants in developed countries in Europe and the United States, my country's airlines are not very competitive in the market, have low flight regularity rates and low customer satisfaction. Low, the international air transport market share is generally low. In recent years, the global integration process has continued to deepen, and the development of high-speed rail and the opening of air traffic rights have intensified the impact on the aviation market. In an increasingly fierce market competition environment, Chinese airlines are faced with key issues of improving operations and management and enhancing competitive advantages.
2. Literature review
(1) Definition of airline competitive advantage
Regarding the concept of corporate competitive advantage, Michael Porter (1985) pointed out that, There are two basic forms of competitive advantage, namely cost leadership and differentiation; DavBesanko (1999) believes that when a company's performance exceeds the industry average, it is said to have gained a competitive advantage; Joe Pierce (Jon L. Pierce) (1998) pointed out that competitive advantage refers to the capabilities, resources, relationships and decisions that enable a company to seize opportunities and overcome difficulties in the industry, so as to obtain excess profits in the long term. However, as far as the connotation of airlines' competitive advantage is concerned, the current academic circles do not have a precise definition of it.
This article believes that airlines, as a special enterprise operating aircraft, have both the general nature of an enterprise and the characteristics of a special service industry. For example, an airline has the basic characteristics of a general service enterprise. It needs to operate in accordance with the law, pay taxes according to regulations, and be responsible for its own profits and losses. It must also actively participate in market competition, continuously improve business management, strengthen product innovation, and optimize flight services in order to win the market and gain profits. At the same time, the difference between airlines and general service enterprises is mainly reflected in their unique economic characteristics (economy of scale, economy of scope, network economy) and unique product characteristics such as safety, integrity, and diversity.
Under the assumption that "competitive advantage" and "excellent performance" are mutually sufficient and necessary conditions, referring to the definition method of "generic differences", and for the purpose of "measurability", it is considered that airlines Competitive advantage can be defined as: the superior conditions and status that an airline obtains relative to its competitors in a certain competitive market. The result is characterized by achieving a profit level that is higher than the industry average or higher than the competitor's profit level. Continuity.
(2) Overview of research on the competitive advantage of my country’s airlines
Ruan Hexing and Song Xiaofen (2005) proposed that the use of differentiated competition strategies can build the competitive advantage of my country’s airlines, and proposed implementation goals Market, image, product differentiation strategy, and specific strategies for participating in competition. Wu Tongshui and Chu Yanchang (2006) analyzed and researched the marketing costs of airlines and proposed to control the company's marketing costs through code sharing, electronic tickets, brand strategy, frequent flyer programs and other means to gain competitive advantages; Cao Meiyun (2010 ) analyzed the competitive advantages of airlines based on customer value in the high-speed rail era, and conducted an empirical study on Shanghai Spring Airlines. However, the existing research on the competitive advantage of my country's airlines mainly focuses on qualitative research on a certain aspect of the airline's competitive advantage, and there is a lack of systematic quantitative evaluation and analysis of the competitive advantage position of my country's airlines.
3. Evaluation method
Principal Component Analysis uses the idea of ??dimensionality reduction to select several relatively large variables through linear transformation. A multivariate statistical analysis method with few important variables.
An important feature of principal component analysis is to reduce the dimensionality of the data set while maintaining the maximum contribution rate of the data set to the variance. The formation of an airline's competitive advantage is a complex process in which the airline's environment, strategy, resources, capabilities, and internal operations are interrelated and synergistic. However, different factors have different effects on the competitive advantage of airlines. Which factors are the key factors that affect the competitive advantage of airlines? Using principal component analysis, multiple variables can be reduced into a few principal components through dimensionality reduction technology. components, and then find the key factors that affect the competitive advantage of our country's airlines, and then guide the practice of our country's airlines' competitive advantage.
IV. Variable Selection and Data Sources
(1) Evaluation System
As a continuous market performance, the evaluation of airline competitive advantages must at least include the structure Basic dimensional indicators such as sexual indicators (enterprise size, business scale), profitability indicators (profitability), and developmental indicators (growth capabilities). At the same time, airlines are a typical capital- and technology-intensive service industry, and their financing capabilities are an important guarantee for obtaining scale advantages and competitive advantages. The evaluation of advantages should include debt capacity indicators. In addition, as a typical modern service industry, its service capabilities must be quantitatively measured and paid attention to. After comprehensive analysis, the article constructed a comprehensive evaluation index system including 7 first-level indicators and 23 second-level indicators.
Specifically: the enterprise scale dimension includes five indicators: available passenger kilometers, total assets, total revenue, number of employees, and fleet size; the operational efficiency dimension includes passenger load factor, average load factor, man-machine ratio, There are 5 indicators of aircraft daily utilization and total asset turnover. The business scale dimension includes 3 indicators such as cargo and mail transportation volume, passenger transportation volume, and per capita passenger transportation volume. The service capability dimension includes 2 indicators: SKYTRAX service rating and flight punctuality rate. The profitability level dimension includes five indicators such as per capita income, per capita profit, total asset profit rate, net asset return rate, and cost and expense profit rate. The liability capacity includes two indicators: current ratio and asset-liability ratio. In addition, the main operating income in the past three years is used. The compound growth rate indicator measures the growth capability dimension.
(2) Data source
For the purpose of evaluation and the availability of relevant indicator data, 5 domestic and foreign listed airlines were selected as evaluation samples. They are: Air China, China Eastern Airlines, China Southern Airlines, Cathay Pacific and Lufthansa Group. The sample data comes from the 2013 annual reports published by listed aviation companies and the 2013 operational data published by the Civil Aviation Administration of China. Individual data were compiled by the author. Data analysis mainly uses the software SPSS17.0.
V. Analysis of evaluation results
(1) Principal component analysis results
The establishment of principal components is generally based on the cumulative contribution rate of each principal component. Generally In this case, the cumulative contribution rate of the principal components must reach more than 85. Variance analysis shows that extracting three principal components can meet the requirement of covering all the information of the original variables, so three new variables are used to replace the original 23 variables. Combined with the actual meaning of the indicators, F1 can be named as the "internal operations and services" common factor, F2 as the "airline scale" common factor, and F3 as the "net asset income level" factor. Since the variance contribution rate of the common factor F1 to all original indicators is as high as 49.3, this common factor is a priority aspect that needs to be considered when improving the comprehensive competitive advantage of airlines. Secondly, the variance contribution rate of the common factor F2 to all original indicators is also as high as 36.6. Therefore, this common factor is an important consideration for airlines to obtain competitive advantages.
? (2) Principal component scores of each company
Divide the data in the principal component loading matrix by the square root of the eigenvalues ??corresponding to the principal components to obtain the square root of each of the three principal components. The coefficient corresponding to each indicator. Multiplying the resulting feature vectors with the normalized data yields each principal component expression: F1, F2, F3.
F1=-0.15ZX1 0.03ZX2 0.01ZX3-0.23ZX4-0.26ZX5 0.17ZX6-0.26ZX7-0.02ZX8 0.27ZX9 0.12ZX10 0.29ZX11 0.25ZX12 0.01ZX13 0.2 8ZX14-0.12ZX15 0.21ZX16 0.19ZX17 0.29 ZX18-0.09ZX19 0.19ZX20 0.27ZX21 0.29ZX22-0.26ZX23
The expressions of F2 and F3 can be obtained by referring to the above table. Furthermore, the principal component comprehensive score is calculated using the proportion of the eigenvalue corresponding to each principal component to the sum of the total eigenvalues ??of the extracted principal components as the weight.
(3) Analysis of evaluation results
1. Analysis of comprehensive competitive advantages. Cathay Pacific and Air China rank high in terms of comprehensive scores and are at the first level in the entire airline industry. At the same time, there are great differences among domestic airlines. Among them, Air China performs better, China Eastern Airlines performs worse, and there is a certain gap between domestic airlines and Hong Kong Cathay Pacific.
2.F1 principal component analysis. Judging from the F1 scores, Cathay Pacific ranks first, followed by Air China, China Southern Airlines, Lufthansa, and China Eastern Airlines ranks lower. Since the first principal component has the greatest influence, in order to enhance competitive advantage, Chinese airlines especially need to analyze and manage factors with higher loads on the first principal component.
3. Other principal component analysis. F2 principal component scores Air China and Lufthansa are at the top, while China Eastern Airlines and Cathay Pacific are at the bottom. This main component reflects that the cultivation and acquisition of aviation competitive advantages also requires attention to the expansion of asset income scale and capacity scale in order to obtain a larger market share. The F3 principal component shows that airlines with weak scale advantages can also resist the competitive pressure brought by market leaders by increasing their net asset income levels.
VI. Conclusion and Enlightenment
The importance of each dimension of airlines’ competitive advantage is different, and the importance of influencing factors at each level is also different. Some need to be focused on, and some only. General attention required. To improve the competitive advantage of airlines, it is necessary to grasp the main influencing factors and implement targeted improvements. Based on the above analysis, there are three aspects that need to be focused on: improving service capabilities, improving service quality and customer satisfaction; improving marketing management and operational management levels, increasing passenger load factor, average load factor, and daily aircraft utilization; and enhancing overall fund application capabilities. , improve the level of asset profitability. There are two aspects that require general attention: first, using a reasonable capital structure to expand carrying capacity and asset scale; second, reducing operating costs and expenses to build price competitiveness.
References:
[1] Michael Porter. Competitive Advantage [M]. Beijing: Huaxia Publishing House, 2005.
[2] Ruan Hexing , Song Xiaofen. Constructing the competitive advantage of my country’s airlines with differentiated competition strategies [J]. Jiangsu Business Review, 2005(03): 71-73.
[3] Yi Nan, Huo Guoqing. my country’s Airlines Research on the company's core competitiveness [J]. Management Modernization, 2007(6): 21-23.
[4] Wu Tongshui, Chu Yanchang. Research on airline marketing cost analysis [J]. Industrial Technology and Economics, 2006 (07).
[5] Cao Meiyun. Research on the competitive advantages of airlines based on customer value in the high-speed rail era [D]. Donghua University, 2011.
[6] Shuai Jiasheng. Aviation How does a company gain competitive advantage through service marketing? [D]. University of International Business and Economics, 2001. gt; p>