scholarly journals The role of the airline as a logistics provider in the passenger travel chains involving air transport

2021 ◽  
pp. 62-79
Author(s):  
Myroslava Semeriahina ◽  
Mariia Hryhorak
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Low Cost ◽  
Air Transport ◽  
Air Carrier ◽  
Air Supply ◽  
Passenger Travel ◽  
A Chain ◽  
Air Carriers

The article is devoted to the classification of air carrier as a logistics provider. Therefore, in the outsourcing pyramid of logistics providing, the place of the air carrier was determined taking into account its business model: legacy, low-cost, hybrid. Based on this, insourcing pyramid of airline logistics services involving air transport was developed and varieties of 3PL providers were identified: 3–PL, 3PL, 3+PL air carriers. 3–PL air carrier is a logistics provider that provides a range of services within the air supply / travel chain. 3PL air carrier is a logistics provider that provides a range of services in the full supply / travel chain, when booking individual components of such a chain is carried out through the websites of the air carrier and its partners. 3+PL air carrier is a logistics provider that provides a range of services in the full supply / travel chain, when booking such services is carried out integrated through the air carrier's website, and business processes are performed by the air carrier and its partners. It was studied the websites of airlines in order to find out the providing level of modern global passenger airlines operating on legacy, low-cost and hybrid business models and to identify the main trends among air carrier to ensure a complete passenger travel chain. The main feature of the world's air carriers is that most of them provide services at the level of 3PL-provider, and only the world's leading air carriers provide the organization of the passenger travel chain at the level of 3+PL-provider. The generalized scheme of providing for a passenger travel chain involving air transport for the purpose of definition of a role of each type of logistics provider and their collaboration in such chains was constructed. For example, 3–PL, 3PL, 3+PL air carriers can involve 2 PL-companies in the performance of business processes in the passenger chain. At the same time, the air carrier of 4PL-level will involve performers from 2 PL 3-PL, 3PL levels in the processes of the travel chain. On the virtual 5 PL platform, the passenger will independently choose performers from different levels of providing according to their own needs.

Influence of social networks on business processes’ development

2020 ◽  
Vol 19 (12) ◽  
pp. 2225-2252
Author(s):  
E.V. Popov ◽  
V.L. Simonova ◽  
O.V. Komarova ◽  
S.S. Kaigorodova
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Business Models ◽  
Business Processes ◽  
Digital Economy ◽  
Theoretical Understanding ◽  
Sales Channels ◽  
A Value ◽  
The Impact

Subject. The emergence of new ways of interaction between sellers and buyers, the formation of new sales channels and product promotion based on the use of digital economy tools is at the heart of improving the business processes. Social networks became a tool for development; their rapid growth necessitates theoretical understanding and identification of potential application in enterprise's business process digitalization. Objectives. We explore the role of social media in the digitalization of business processes, systematize the impact of social networks on business processes of enterprises in the digital economy. Methods. The theoretical and methodological analysis of social networks as a tool for digitalization of company's business processes rests on the content analysis of domestic and foreign scientific studies, comparison, generalization and systematization. Results. We highlight the key effects of the impact of social networks on the business processes of the company; show that the digitalization of business processes should be considered in the context of a value-based approach, aimed at creating a value through the algorithmization of company operations. We determine that social networks are one of the most important tools for digitalization of company's business processes, as they have a high organizational and management potential. We also systematize the effects of social media on company's business processes. Conclusions. We present theoretical provisions of the impact of social networks on business processes of enterprises, which will enable to model and organize ideas about the development of digital ecosystems and the formation of business models.

The Impetus and Catalytic Role of Green ICT for Business Benefit

2013 ◽  
pp. 27-37
Author(s):  
Keith Sherringham
Keyword(s):  
Information Exchange ◽  
Business Models ◽  
Business Processes ◽  
Adverse Outcomes ◽  
Long Time ◽  
Catalytic Role ◽  
Green Ict ◽  
The Right ◽  
Strategic Transformation

The monetized catalyst and impetus for the adoption of Green ICT by business are explored in this paper. For a business to significantly reduce its environmental footprint through the use of Green ICT, a strategic transformation of business is required. Such a transformation includes changes to business models, a redefinition of business processes, a realignment of information exchange, and integration of unified communication. Without the right impetuses and catalysts, a strategic transformation of a business may take a long time or, at worst, may not occur because of incumbency, cost, and risk. Like other strategic changes, the implementation of Green ICT is likely to be achieved through a series of tactical changes aligned to an overall strategy. However, such an incremental tactical approach requires consistency and persistency in taking advantage of many small business opportunities to implement Green ICT. Such an adoption of Green ICT is only likely to occur because of the business benefits achieved. Any catalyst and impetus for the adoption of Green ICT must provide tangible (monetized) benefits to a business, as well as prevent adverse outcomes.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 192-205
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 155-168
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

Global Sourcing of Business Processes: History, Effects, and Future Trends

2018 ◽  
Author(s):  
Stephan Manning ◽  
Marcus Møller Larsen ◽  
Chacko George Kannothra
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Low Cost ◽  
Offshore Outsourcing ◽  
Global Sourcing ◽  
History Effects ◽  
Information And Communication ◽  
Knowledge Intensive ◽  
Client Side ◽  
Delivery Models

The chapter reviews key drivers, trends, and consequences of global sourcing of business processes—the sourcing of administrative and more knowledge-intensive processes from globally dispersed locations. It is argued that global sourcing, which is also associated with ‘offshoring’ and ‘offshore outsourcing’, has co-evolved over the last three decades with the advancement of information and communication technology, a growing pool of low-cost, yet-often-qualified labour and expertise in developing countries, and increasing client-side global sourcing experience. It is shown how this dynamic has led firms to develop new global capabilities, governance and business models, changed the geographical distribution of work and expertise, and promoted the emergence of new geographical knowledge services clusters. Further, three new trends are introduced—the emergence of global delivery models, information technology-enabled service automation, and impact sourcing—and discuss future directions for research.

scholarly journals Methodological Aspects of the Commercialization of Intellectual Property as a Form of Entrepreneurial Activity in the Innovation Sphere

2019 ◽  
pp. 149-159
Author(s):  
Hanna Bratus
Keyword(s):  
Intellectual Property ◽  
Business Models ◽  
Business Processes ◽  
High Efficiency ◽  
Traditional Approach ◽  
Economic Effect ◽  
Entrepreneurial Activity ◽  
High Tech ◽  
Methodological Aspects

The article is devoted to the research of methodological aspects of commercialization of intellectual property objects as a form of entrepreneurial activity in the innovation sphere. The modern tendencies of development of the entrepreneurial environment of Ukraine in the conditions of knowledge economy are characterized and the role of intellectual property in the modern economy is defined. The importance of commercialization of intellectual property objects at the macro, meso and macro levels has been substantiated and the main dominant strategic development priorities have been established: speed of business processes and compliance with the target group of consumers on the basis of innovative development. The study identified differences in the commercialization of intellectual property objects from the commercialization of ordinary goods. The role of the state in the process of commercialization of intellectual property objects is argued and the process of transfer of intellectual property objects is constructed, as the main consecutive stages of which are defined: business incubator of ideas of intellectual property objects — creation of intellectual property objects — high-tech products (innovative services). Focusing on the economic aspect, the forms of commercialization of intellectual property under different conditions of use are defined and characterized — in own production, introduction of intellectual property rights in the authorized capital and transfer of ownership and use rights. Drawing on the experience of industrialized countries, there are certain benefits to the commercialization of intellectual property through the purchase of patents and licenses, including the most valuable foreign technology. The traditional approach to the identification of the stages of the life cycle of an intellectual property object has been improved, each of which graphically depicts the change in the economic effect (cash receipts and cash expenditures). In order to ensure high efficiency of the process of commercialization of intellectual property objects and increase their innovative activity at each stage of promotion of intellectual property objects on the market, the need to reorganize (transform) individual components of business models of subjects of managing the consumer market is argued. Considering the interdependence of the process of commercialization of intellectual property objects with strategic resources, as the key ones, the importance of the competencies, opportunities, and abilities of all participants of the process of commercialization have been identified and argued.

scholarly journals BUSINESS RELATIONS BETWEEN THE LOW COST CARRIERS AND AIRPORTS AS A CONSEQUENCE OF THE AIR TRANSPORT DEREGULATION

2012 ◽  
Vol 3 (1) ◽  
pp. 57-77
Author(s):  
Eleftherios Katarelos ◽  
Iason Koufodontis
Keyword(s):  
Strategic Alliances ◽  
Low Cost ◽  
Air Transport ◽  
Additional Increase ◽  
Evolution And Development ◽  
Low Cost Carriers ◽  
Increased Sensitivity ◽  
Regional Airports ◽  
The Relationship ◽  
Air Carriers

The deregulation of air transport has increased competition between air carriers, resulting in lower fares and increased volumes of passengers. Subsequently, the fare reduction has altered the market structure with the establishment of new carriers, strategic alliances and mergers, and the bankruptcy of several traditional airlines which were unable to adapt to the new environment. The emergence of low cost carriers (LCCs) is one important outcome of the deregulation. LCCs entered the market by offering a differentiated product based on bare services offered at significantly lower prices. The main target was travelers with increased sensitivity in pricing and less demand for all-around services. The rise in terms of passengers and flights dictated a better utilization of the fleet, requiring reduced turnaround times at airports. Many central airports had very little flexibility and capacity necessary to facilitate additional timeslots. As an answer to inadequate capacity combined with higher taxes and fees, most LCCs have chosen to use secondary or regional airports. This choice has altered the balance and strategic importance between airports and increased their importance for air carriers. This paper examines the evolution and development of LCCs globally, along with the consequences of their expansion to the traditional carriers, the market and the passengers. Emphasis is given to the relationship between LCCs and airports which has resulted in an additional increase in air travel. The prospects of Greece as a market for LCCs are also being discussed.

Motives for Feral Systems in Denmark

2016 ◽  
pp. 193-222
Author(s):  
Torben Tambo ◽  
Martin Olsen ◽  
Lars Bækgaard
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Business Processes ◽  
Low Cost ◽  
Software Systems ◽  
Work Processes ◽  
Systems Architecture ◽  
General Acceptance ◽  
Process Support ◽  
Information Systems Architecture

Feral systems have largely been regarded as the users' response to discrepancies between official IT software systems and actual business processes. Inadequacies, discrepancies, and absence of systems support to work processes might lead to users initiating systems development themselves: systems involving any combination of software and manual processes. Feral systems are unofficial and exhibit a conflict between formal and actual operational implementation. In this chapter, the use and implementation of feral systems in Denmark are analysed and discussed. It is found interesting to aim for an understanding of feral systems in a small, relatively agile economy with traditionally positive to rapid adoption of information technology in enterprises. The method being used is qualitative case studies in selected companies representing various complexities of their respective business models and industries. The case studies address both issues of organisational and technological nature of the feral systems typically with an offset in the companies' overall information systems architecture. Among findings are (1) feral systems as a known choice when reflecting business processes with open and non-routinised character, (2) a general acceptance not related to the size or industry, (3) feral systems have received attention as implementations of innovation, (4) feral systems start as opposed to formal and official systems, but during their lifetime they can drift towards a more official status, and (5) feral systems are accepted as low-cost solutions to fill gaps in business process support where ERP systems come short.

scholarly journals Why Business Intelligence Is the New Oil for the Upcoming Enterprise

2020 ◽  
Author(s):  
Azza Qais Abdullah Al Anasri ◽  
Saja Mohamed Murad Al Balushi ◽  
Jitendra Pandey
Keyword(s):  
Business Intelligence ◽  
Business Models ◽  
Business Processes ◽  
Multiple Systems ◽  
Digital Platform ◽  
Platform Architecture ◽  
Role Of It ◽  
Moments Of Truth ◽  
Future Business

Much has been said about data being the new oil that will fuel businesses in the future. But the reality is that it’s not about the amount of data that organizations have access to, but how effective their decisions are based on that data. Therefore, data alone will not be the new oil, rather intelligence will fuel the digital economy, and organizations that can create intelligent business processes to deliver contextualized and consent-based experiences will win in this new data-driven world. As intelligence (and technology in general) increasingly underpins future business models, there is a big question around the role of IT moving forward. The CIO needs to be part of boardroom discussions driving decision-making around the broader business (and digital) strategy. This raises yet another debate about the role of the CIO in this context. In parallel, there is clearly an emerging role in a digital platform architecture to drive “moments of truth” into these intelligent business processes. The next phase of the application landscape evolution is going to all be about integration, and IDC believes that integration and extension capabilities are critical to drive the business-process orchestration strategy enabling future business processes. This platform will provide a unified set of connection points across multiple systems’ applications and digital apps that might be distributed across on-premises, hosted, or public clouds. Based on these capabilities, the digital platform can be used to fast-track integration and trigger new workflows/business processes, leveraging applications that could be a mix of legacy on-premises and SaaS applications. The proposed research focusses on how Knowledge Management and Business Intelligence could potentially play out in many futuristic organizations.

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