“Way Smarter”: Valuair in the budget airline industry

2013 ◽  
Vol 3 (4) ◽  
pp. 1-24
Author(s):  
Terence P.C. Fan
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Low Cost ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Low Cost Carrier ◽  
Fierce Competition ◽  
Risk Investment ◽  
E Mail

Subject area Strategic management and marketing. Study level/applicability Executive education; postgraduate; undergraduate. Case overview By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore's first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair's competitive position and the market environment in which it operates? Expected learning outcomes Students will be able to apply strategic frameworks in order to develop an understanding of Valuair's market position and use this understanding to advice investment decisions. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes.

“Way Smarter”: Valuair in the budget airline industry

2013 ◽  
Vol 3 (4) ◽  
pp. 1-24
Author(s):  
Terence P.C. Fan
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Low Cost ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Low Cost Carrier ◽  
Fierce Competition ◽  
Risk Investment ◽  
E Mail

Title – “Way smarter”: Valuair in the budget airline industry. Subject area – Strategic management and marketing. Study level/applicability – Executive education; postgraduate; undergraduate. Case overview – By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore ' s first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair ' s competitive position and the market environment in which it operates? Expected learning outcomes – Students will be able to apply strategic frameworks in order to develop an understanding of Valuair ' s market position and use this understanding to advice investment decisions. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes.

Europe's airlines will see more restructuring

2016 ◽  
Keyword(s):  
Airline Industry ◽  
Low Cost ◽  
Terrorist Attacks ◽  
Content Type ◽  
Underlying Condition ◽  
The Past ◽  
Low Cost Carrier ◽  
The Eu

Subject Europe's airline industry. Significance Despite good performance over the past year, the underlying condition of the European airline industry has not changed. Major carriers are still facing competitive challenges from long-haul airlines based in the Gulf, especially Emirates, Qatar Airways and Etihad Airways, and from the European low-cost carrier (LCC) sector. Impacts The fallout from recent terrorist attacks could hit the industry's fragile recovery. Labour unrest in France will affect Air France, as its pilots voted on May 30 to go on strike over pay conditions. A UK exit from the EU would force its airlines, some of the most efficient in Europe, to reconsider the focus of their operations. New opportunities may arise from the Commission's efforts to negotiate aviation agreements with such countries as Brazil as well as ASEAN.

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Sushil S. Chaurasia ◽  
Rani Poojitha Devi Kolati
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Private Label ◽  
Strategic Choices ◽  
Content Type ◽  
Executive Mba ◽  
The Subject ◽  
E Mail

Subject area The subject area is marketing strategy. Study level/applicability The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management. Case overview Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand? Expected learning outcomes Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 11: Strategy.

US airline collusion charges could save Open Skies

2015 ◽  
Keyword(s):  
Airline Industry ◽  
Low Cost ◽  
Department Of Transportation ◽  
Predatory Behaviour ◽  
Content Type ◽  
Fleet Size ◽  
Us Economy ◽  
The Us ◽  
Low Cost Carrier ◽  
Lock In

Subject Outlook for US investigations into airlines collusion. Significance Three carriers, United, American Airlines and Delta, account for 80% of US domestic air travel; Southwest, the leading low cost carrier (LCC) takes much of the remainder. The Department of Justice (DoJ) and the Department of Transportation (DoT) have both launched major investigations into the pricing practices of the airlines. Both regulatory moves imply that the rationalisation of the US airline industry has left passengers vulnerable to predatory behaviour, which would worsen if the US market were further closed to foreign competition. Impacts Low oil prices may provide a long-term boost to profits if airlines move to lock in new hedges. However, manufacturers will be hit hard by an economic slowdown in China, home of two of the largest airlines by fleet size. Increasing wages elsewhere in the US economy will add further pressure to airline labour costs.

CSR in village school: challenge after success

2017 ◽  
Vol 7 (3) ◽  
pp. 1-14
Author(s):  
Jagannath Mohanty ◽  
Shivnath Sinha
Keyword(s):  
Learning Outcomes ◽  
Scale Up ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Village School ◽  
Management Technology ◽  
One Year ◽  
Corporate Social ◽  
Social Empowerment

Subject area Corporate social responsibility (CSR). Study level/applicability Graduate, undergraduate and executive education. Case overview The Institute of Management Technology, Nagpur, in the year 2013 started the Centre for Corporate Governance to emerge as an academic and research center for the industries in the vicinity of Nagpur and engage industries in CSR activities. On completion of one year of the center, the team responsible for execution of the programs was disappointed with the Centre’s progress. They decided to start an empowerment program with students from a poor village school. The initiative was well received by the school and its students. Now the team is facing the challenge of sustainability and scale up of the initiative. Expected learning outcomes To understand the concept and motives of CSR; to evaluate how a nonprofit-making entity can contribute to its communities; to explain the nuances of stakeholder engagement; social empowerment and inclusiveness; and student engagement and volunteerism. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

The Indian airline industry – will the flight be smooth?

2014 ◽  
Vol 4 (3) ◽  
pp. 1-12 ◽  
Author(s):  
Rangarajan Srinivasan ◽  
Vindhyalakshmi A. Prasad
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Subject Area ◽  
Current Situation ◽  
Point Of View ◽  
Aviation Industry ◽  
Economic Point ◽  
Content Type ◽  
Mba Students ◽  
Detailed Picture

Subject area The case concerns introductory marketing management. Study level/applicability This case is suitable for MBA students. Case overview The case explains the current situation encountered by the airline industry in India. This case gives the reader a detailed picture of the reasons for the growth and the subsequent troubles faced by the Indian aviation industry. Expected learning outcomes The case is aimed at helping the students to analyse a marketing situation both from a macro-economic point of view and from an individual company perspective. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

TARA Trade: a marketing challenge in Lebanon

2013 ◽  
Vol 3 (4) ◽  
pp. 1-7
Author(s):  
Gina Vega ◽  
Nisreen Bahnan
Keyword(s):  
Learning Outcomes ◽  
International Business ◽  
Family Business ◽  
Subject Area ◽  
Business Practices ◽  
Content Type ◽  
The World ◽  
Political Unrest ◽  
E Mail ◽  
Student Audience

Title – TARA Trade: a marketing challenge in Lebanon. Subject area – Family Business, Entrepreneurship, International Business and Marketing. Study level/applicability – This case is intended for an undergraduate business student audience in courses dealing with Entrepreneurship, Family Business, International Business and Marketing Case overview – TARA Trade, a Lebanese souvenir-item designer and distributor owned by two brothers, was facing hostile competition. The partners who operated the business from two different continents had to deal with multiple threats to maintain their market position in a region of the world riddled with political unrest, regulatory chaos and idiosyncratic (distinctive) socio-cultural business practices. Expected learning outcomes – Students are challenged to identify solutions to the marketing concerns and analyse the partnership issues faced by the international ownership/management of the business. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail: [email protected] to request teaching notes.

The evolution of lean thinking at K-Way: where to next?

2018 ◽  
Vol 8 (1) ◽  
pp. 1-24
Author(s):  
Fatima Hamdulay ◽  
Himanshu Vidhani
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
Waste Reduction ◽  
Executive Education ◽  
Lean Thinking ◽  
Content Type ◽  
Standard Work ◽  
New Challenges ◽  
Under Performing ◽  
A Company

Subject area Lean thinking and organizational culture Study level/applicability MBA, Executive Education, Post Graduate Diploma Case overview The case details the adoption of lean thinking at K-Way, a contemporary technical textile manufacturer of outdoor apparel and accessories. The case covers the 12-year journey at K-Way, detailing the process and cultural improvements the company underwent. The case closes as Bobby, the General Manager at K-Way, thinks about his new challenges. The CEO of K-Way’s parent company, Cape Union Mart, wants Bobby to start devolving the lean thinking approach to other units within Cape Union Mart, in particular a newly acquired and under-performing children’s clothing business. Bobby is excited at the prospect, but simultaneously anxious about the work that still needs to happen at K-Way and more importantly, whether the organization is ready for his, and his key consultant-coach’s withdrawal as the primary “voices” of lean thinking. Would there be a reversal of progress in their absence and how can they counter this? Expected learning outcomes Understanding lean thinking as a management system and not a mere set of tools for waste reduction, while recognizing the importance of waste reduction. An understanding of how to entrench lean thinking in an organization after initial adoption with specific emphasis on the following: Kata and scientific thinking – what it is and how it can be employed; Hoshin Kanri/Strategy Deployment – what it is and how it can be used; Leader Standard Work, what it is and how it can be used. Consider responses for a company that has been on a lean journey for 10 years, with a focus on how (or if) lean leaders can withdraw from the operation. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 9: Operations and logistics

Malaysia Airlines: in search of a sustainable business model

2014 ◽  
Vol 4 (7) ◽  
pp. 1-10 ◽  
Author(s):  
Shalini Rahul Tiwari ◽  
Jyoti Kainth
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Business Models ◽  
Subject Area ◽  
Aviation Industry ◽  
Kuala Lumpur ◽  
Sustainable Business ◽  
Content Type ◽  
General Management ◽  
Executive Mba

Subject area Strategic Management/General Management. Study level/applicability MBA/Executive MBA. Case overview Malaysia Airlines (MAS) was incorporated in 1937 to operate in Singapore, Kuala Lumpur and Penang. The first period of crisis was witnessed in 1997/1998 due to the Asian Financial Crisis, MAS reported RM 260 million in losses. The airline recovered from the loss and reported profit of RM 461 million in 2004. However, it experienced another loss of RM 1.25 billion in 2005. This lead to implementation of the Business Turnaround Plan 1 in 2006. The Business Transformation Plan 2 was announced in 2008, but the period of losses hit the airline again in 2011. Overall, MAS has witnessed continuous cycle of losses and profits. Despite the turnaround efforts, the airline does not seem to be recovering; is there a safe landing for the troubled airlines? Expected learning outcomes The case can be used to illustrate economics and complexities of aviation industry, different business models existing in airline industry, quantitative and qualitative aspects of a turnaround strategy, failure to sustain turnaround efforts, and predicting the future scope for a player in airline industry. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

LV Prasad eye institute: managing corporate social responsibility partnerships

2016 ◽  
Vol 6 (3) ◽  
pp. 1-22
Author(s):  
Nimruji Jammulamadaka
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Learning Outcomes ◽  
Subject Area ◽  
Social Enterprises ◽  
Executive Education ◽  
Care Providers ◽  
Content Type ◽  
Corporate Partnership ◽  
Corporate Social

Subject area Corporate social responsibility, specifically nonprofit business collaborations from a nonprofit’s perspective. Study level/applicability Graduate level programs in nonprofit management, corporate social responsibility and development management; it can also be used for executive education. Case overview Social enterprises and nonprofits at present increasingly look to corporate firms for grant funds to finance their activities and assets. This case features the experiences of one of the largest nonprofit eye care providers in India, LV Prasad Eye Institute based in Hyderabad in accessing corporate financial support in the form of corporate social responsibility funding. The case deals with the organization challenges, stresses and strains that arise in a nonprofit–corporate partnership. Specifically, it focuses on the strategic and operational challenges that emerge from the partnerships. The partnerships reviewed in the case pertain to rehabilitation. Expected learning outcomes After solving the case, the participants will be able to understand the stages in developing collaborations between nonprofits and businesses for corporate social responsibility. They will also be able to understand the internal implications for nonprofits operations and strategy from such collaborations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS11: Strategy.

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