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Airline business models and Competitive Strategies

February 20, 2014 This post is syndicated from blog (Original post)

The current business model of Travel Co.

Strategic use of business models: case study

This is the last posting of this blog series which includes the case study. The case study helps portray the theoretical concepts that have been covered in the previous blog posts: the strategy, the canvas, and the implementation.

The current strategy

The case study follows the example of the fictitious organisation Travel Co. This organisation is a travel agency which has recently been experiencing some troubles with generating enough revenues to sustain itself.

Specialisation of Marketing into General Marketing and Focused marketing for their Key activities.There are three main competitors in the market that divide between them equally the majority of the market share: Travel Co., JourneyTime, and Tourism Inc. All three agencies have been experiencing problems since the financial crisis started. In order to be able to remain competitive in the current market, Travel Co. will need to try to adjust their strategy.

According to the Value Propositions model, the current competitive strategies of the three main competitors in the market are as follows:

  • Travel Co.: complementary products and services (Product leadership)
  • JourneyTime: excellent customer service and support (Customer intimacy)
  • Tourism Inc.: online purchase and payment of tickets (Operational excellence)

The Travel Co. agency relies heavily on the perceived value of their offering to their customers. They offer complementary products and services that help their customers arrange an all-inclusive travel destination (accommodation, transport, informational materials about the chosen destination, etc.).

The canvas

For the past few years Travel Co. has been employing the same business model which served the same general strategy. Until recently their chosen path has been highly successful. The first step helping the agency adjust to the new environment is looking at their current business model.

Changed architecture as a result of the strategic business model canvas In the new business model marketing is spilt in  Focused marketing and General marketing.

Osama bin Laden (real long)

by Fascinating

November 18, 2001
SUNDAY REPORT
Long Before Sept. 11, Bin Laden Aircraft Flew Under
the Radar
By STEPHEN BRAUN and JUDY PASTERNAK
Osama bin Laden built a shadow air force to support
his terrorist activities, using Afghanistan's national
airline, a surplus U.S. Air Force jet and clandestine
charters.
Long before suicide teams crashed hijacked airliners
into the World Trade Center and the Pentagon on Sept.
11, sympathetic foreign officials and wealthy
supporters gave Bin Laden access to planes to help him
forge, arm and transport his terrorist network

Excellent (long) Story on Bin Ladin

by newshound

This may be a keeper folks, you may want to cut and paste it in your email if you can.
------------------------------
November 18, 2001
SUNDAY REPORT
Long Before Sept. 11, Bin Laden Aircraft Flew Under the Radar
By STEPHEN BRAUN and JUDY PASTERNAK, TIMES STAFF WRITERS
Osama bin Laden built a shadow air force to support his terrorist activities, using Afghanistan's national airline, a surplus U.S. Air Force jet and clandestine charters.
Long before suicide teams crashed hijacked airliners into the World Trade Center and the Pentagon on Sept

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Video Games (Just Flight)
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