netrashetty
Netra Shetty
JetBlue Airways Corporation (NASDAQ: JBLU) is an American low-cost airline. The company is headquartered in the Forest Hills neighborhood of the New York City borough of Queens. Its main base is John F. Kennedy International Airport, also in Queens.
In 2001, JetBlue began a focus city operation at Long Beach Airport in Long Beach, California, and another at Boston's Logan International Airport, in 2004. It also has focus city operations at Fort Lauderdale – Hollywood International Airport, Orlando International Airport and at Luis Muñoz Marín International Airport in San Juan. The airline mainly serves destinations in the United States, along with flights to the Caribbean, The Bahamas, Bermuda, Colombia, Costa Rica, Dominican Republic, Jamaica, and Mexico. As of February 17, 2011 JetBlue serves 63 destinations in 21 states (including Puerto Rico), and eleven countries in the Caribbean and Latin America.[1]
JetBlue maintains a corporate office in Cottonwood Heights, Utah, a satellite office in Darien, Connecticut, and its Information Technology center in Garden City, New York.[1][4][5] JetBlue is a non-union airline.
The aircraft manufacturing industry covers a aircraft manufacturing as well as aircraft parts (please see the separate article for aircraft engines and parts). Aircraft manufacturing in turn includes both commercial and military aircraft such as for passenger carriers as well as defense department procurement.
Industry experts anticipate that the number of aerospace manufacturers will decline over the next few years through continued consolidation of companies. Key factors that will influence future global growth are rates of productivity, technological innovation, international competition, investment in research and development, improvements in aviation infrastructure, levels of defense spending, and support by governments for their aerospace industries. The high level of world sales and deliveries of aircraft and aerospace products in 1998 and 1999 is expected to decrease to a more normal level in 2000 and remain stable over the period 2001–2004.
Fluctuations in the global economy affect the U.S. aerospace industry because of the importance of the large civil aircraft sector to that industry. (Large civil aircraft account for about a quarter of the total aerospace industry’s output.) Changes in passenger travel historically have been proportional to changes in GDP, and demand for large civil aircraft is directly proportional to demand for passenger travel (often with a lag of 3 to 4 years).
Contents
[hide]
1 Market Structure
2 Industry Definitions
3 Market Metrics
4 Industry Players
5 Recent Trends and Developments
6 Sources
Market Structure
Consolidation among major aerospace and defense companies has proceeded more rapidly in the United States than it has inother regions of the world, such as Europe. After numerous mergers and acquisitions, three very large companies—The Boeing Company, Lockheed Martin Corporation, and the Raytheon Company—have come to dominate the U.S. aerospace sector. This consolidation has placed enormous pressure on aerospace component suppliers. As those suppliers reposition themselves, they are being forced to improve economies of scale and reduce costs. Recent mergers among major suppliers include Honeywell–AlliedSignal and Hamilton–Sundstrand. Consolidation has been a two-edged sword. On the one hand, it has boosted the U.S. aerospace industry’s international competitiveness, better enabling U.S. companies to win contracts overseas. On the other hand, it has increased pressure to eliminate duplicative jobs. Several merged companies have announced layoffs.
Consolidation of the European aerospace industry is accelerating as national governments and aerospace manufacturers acknowledge the need to integrate their defense and commercial aerospace sectors to reduce operating costs and become more competitive with their U.S. counterparts. European aerospace companies are adopting strategies to streamline processes and increase their flexibility in outsourcing aircraft components. In 1997, the governments of France, Germany, and the United Kingdom agreed that there was an urgent need to restructure Europe’s aerospace and defense industries. In 1998, a plan was signed to transform the then four Airbus partners— British Aerospace PLC (BAe), Aerospatiale SA of France, DaimlerChrysler Aerospace AG of Germany (DASA), and Construcciones Aeronauticas SA (CASA) of Spain—into a single corporate entity (SCE) by 1999. This SCE is intended to enhance cycle times, productivity, profitability, and customer support by consolidating authority and responsibility for Airbus under a single corporate management. This transformation, which was set to take place on January 1, 1999, was postponed indefinitely because of the persistent challenges of accommodating the partners’ divergent cultural and political concerns, especially the French government’s resistance to privatizing Aerospatiale. Transport ministers from the United Kingdom, Germany, Spain, and France have called repeatedly for the four partners in Airbus to accelerate the transformation of the consortium into an SCE, noting that it would be easier for their governments to provide financial support for the development of the “super-jumbo” A3XX aircraft when the consortium is transformed into a single enterprise.
In response, a series of merger announcements were made in 1999. In October 1999, DASA and Aerospatiale-Matra agreed to merge to form European Aeronautic, Defense and Space (EADS). This followed earlier announcements of mergers between BAe and Marconi Electronic Systems from Britain’s General Electric Company, Aerospatiale and Matra Hautes Technologies, and DASA and CASA. These mergers may help facilitate Airbus’s transformation into an SCE. With the new makeup of Airbus as a German and French–controlled company as a result of the DASA– Aerospatiale-Matra merger, it is possible that BAe may seek to sever its partnership status in Airbus. Other European companies interested in joining Airbus are Alenia of Italy,Thomson-CSF and Dassault of France, and Saab of Sweden. The precise role of these possible new partners is unclear.
Industry Definitions
Jet-engined aircraft - use jet engines rather than older piston engines
Commercial aircraft - used for commercial purposes such as for carrying passengers or freight
Military aircraft - used for military role for national defense or to deploy airpower beyond a border
Reconnaissance aircraft - equipped with instruments for monitoring various optical and other kind of intelligence
Helicopters or rotocraft: can hover stationary over one place or rise vertically if required. Suitable for use in lower heights. Used in police work, rescue operations, transport roles etc.
Critical Success Factors
Although the company had encountered different problems, specifically in line with its cost structures, the company had been able to survive and grow in the marketplace. Ryanair implement different marketing strategy to make the company survive in the competition and to be able to gain competitive position in the airline market. It is said that the company was regarded recently as the most punctual airline between Dublin and London. And because of the strategy of the industry, Ryanair is now recognised as the second largest airline in United Kingdom and Europe’s largest low-fares airline having a network of over 57 routes in 11 countries and served by a fleet of 31 Boeing 737-200 and -800 aircraft with over 1,400 staffs and personnel.
In order to position itself in the marketplace the company continuously concentrates on driving own its costs to offer the lowest fares possible and remain profitable. In addition, Ryanair offer minimum standards of service and very low prices for point-to-point, short haul flights. The goal of Ryanair is to meet the needs of travelling at the lowest price. The Critical Success Factors (CSFs) are as follows in airline industry: the strategic focus of having the lowest prices, being reliable within the marketplace, comfort and service and frequency.
It is noted that low-cost companies concentrate on this first critical success factor by trying to offer the lowest prices. Although Ryanair has eliminated extras such as in-flight meals, advanced seat assignment, free drinks and other services, it still prioritises features which remain important to its target market. Such features include frequent departures, advance reservations, baggage handling and consistent on-time services.
Cost Reduction Strategy
To achieve its goal of having a competitive position in the airline market, Ryanair uses a cost reduction strategy. Such cost reduction strategy relies on five main aspects like fleet commonality, contracting out services, airport charges and route policies, managed staff costs and productivity and managed marketing costs. In terms of fleet commonality, the company used only one kind of plane which limits the cost for staff training, maintenance services and facility of obtaining spares, facility in scheduling aircraft and crew assignment. With their purchase of aircraft Boeing 737, Ryanair has been able to gain capacity and reduces the average age of fleet which means savings on maintenance costs and avoiding the fit of European Union-conform equipment on old feet.
The next factor under the cost reduction strategy of Ryanair is contracting out services. In this manner, aircraft handling, ticketing, handling and other functions are contracted out by Ryanair to third parties. In addition, in order to limit their expenses engine and heavy maintenance are also contracted out whereas the staff of Ryanair carries out routine maintenance.
In 2001, JetBlue began a focus city operation at Long Beach Airport in Long Beach, California, and another at Boston's Logan International Airport, in 2004. It also has focus city operations at Fort Lauderdale – Hollywood International Airport, Orlando International Airport and at Luis Muñoz Marín International Airport in San Juan. The airline mainly serves destinations in the United States, along with flights to the Caribbean, The Bahamas, Bermuda, Colombia, Costa Rica, Dominican Republic, Jamaica, and Mexico. As of February 17, 2011 JetBlue serves 63 destinations in 21 states (including Puerto Rico), and eleven countries in the Caribbean and Latin America.[1]
JetBlue maintains a corporate office in Cottonwood Heights, Utah, a satellite office in Darien, Connecticut, and its Information Technology center in Garden City, New York.[1][4][5] JetBlue is a non-union airline.
The aircraft manufacturing industry covers a aircraft manufacturing as well as aircraft parts (please see the separate article for aircraft engines and parts). Aircraft manufacturing in turn includes both commercial and military aircraft such as for passenger carriers as well as defense department procurement.
Industry experts anticipate that the number of aerospace manufacturers will decline over the next few years through continued consolidation of companies. Key factors that will influence future global growth are rates of productivity, technological innovation, international competition, investment in research and development, improvements in aviation infrastructure, levels of defense spending, and support by governments for their aerospace industries. The high level of world sales and deliveries of aircraft and aerospace products in 1998 and 1999 is expected to decrease to a more normal level in 2000 and remain stable over the period 2001–2004.
Fluctuations in the global economy affect the U.S. aerospace industry because of the importance of the large civil aircraft sector to that industry. (Large civil aircraft account for about a quarter of the total aerospace industry’s output.) Changes in passenger travel historically have been proportional to changes in GDP, and demand for large civil aircraft is directly proportional to demand for passenger travel (often with a lag of 3 to 4 years).
Contents
[hide]
1 Market Structure
2 Industry Definitions
3 Market Metrics
4 Industry Players
5 Recent Trends and Developments
6 Sources
Market Structure
Consolidation among major aerospace and defense companies has proceeded more rapidly in the United States than it has inother regions of the world, such as Europe. After numerous mergers and acquisitions, three very large companies—The Boeing Company, Lockheed Martin Corporation, and the Raytheon Company—have come to dominate the U.S. aerospace sector. This consolidation has placed enormous pressure on aerospace component suppliers. As those suppliers reposition themselves, they are being forced to improve economies of scale and reduce costs. Recent mergers among major suppliers include Honeywell–AlliedSignal and Hamilton–Sundstrand. Consolidation has been a two-edged sword. On the one hand, it has boosted the U.S. aerospace industry’s international competitiveness, better enabling U.S. companies to win contracts overseas. On the other hand, it has increased pressure to eliminate duplicative jobs. Several merged companies have announced layoffs.
Consolidation of the European aerospace industry is accelerating as national governments and aerospace manufacturers acknowledge the need to integrate their defense and commercial aerospace sectors to reduce operating costs and become more competitive with their U.S. counterparts. European aerospace companies are adopting strategies to streamline processes and increase their flexibility in outsourcing aircraft components. In 1997, the governments of France, Germany, and the United Kingdom agreed that there was an urgent need to restructure Europe’s aerospace and defense industries. In 1998, a plan was signed to transform the then four Airbus partners— British Aerospace PLC (BAe), Aerospatiale SA of France, DaimlerChrysler Aerospace AG of Germany (DASA), and Construcciones Aeronauticas SA (CASA) of Spain—into a single corporate entity (SCE) by 1999. This SCE is intended to enhance cycle times, productivity, profitability, and customer support by consolidating authority and responsibility for Airbus under a single corporate management. This transformation, which was set to take place on January 1, 1999, was postponed indefinitely because of the persistent challenges of accommodating the partners’ divergent cultural and political concerns, especially the French government’s resistance to privatizing Aerospatiale. Transport ministers from the United Kingdom, Germany, Spain, and France have called repeatedly for the four partners in Airbus to accelerate the transformation of the consortium into an SCE, noting that it would be easier for their governments to provide financial support for the development of the “super-jumbo” A3XX aircraft when the consortium is transformed into a single enterprise.
In response, a series of merger announcements were made in 1999. In October 1999, DASA and Aerospatiale-Matra agreed to merge to form European Aeronautic, Defense and Space (EADS). This followed earlier announcements of mergers between BAe and Marconi Electronic Systems from Britain’s General Electric Company, Aerospatiale and Matra Hautes Technologies, and DASA and CASA. These mergers may help facilitate Airbus’s transformation into an SCE. With the new makeup of Airbus as a German and French–controlled company as a result of the DASA– Aerospatiale-Matra merger, it is possible that BAe may seek to sever its partnership status in Airbus. Other European companies interested in joining Airbus are Alenia of Italy,Thomson-CSF and Dassault of France, and Saab of Sweden. The precise role of these possible new partners is unclear.
Industry Definitions
Jet-engined aircraft - use jet engines rather than older piston engines
Commercial aircraft - used for commercial purposes such as for carrying passengers or freight
Military aircraft - used for military role for national defense or to deploy airpower beyond a border
Reconnaissance aircraft - equipped with instruments for monitoring various optical and other kind of intelligence
Helicopters or rotocraft: can hover stationary over one place or rise vertically if required. Suitable for use in lower heights. Used in police work, rescue operations, transport roles etc.
Critical Success Factors
Although the company had encountered different problems, specifically in line with its cost structures, the company had been able to survive and grow in the marketplace. Ryanair implement different marketing strategy to make the company survive in the competition and to be able to gain competitive position in the airline market. It is said that the company was regarded recently as the most punctual airline between Dublin and London. And because of the strategy of the industry, Ryanair is now recognised as the second largest airline in United Kingdom and Europe’s largest low-fares airline having a network of over 57 routes in 11 countries and served by a fleet of 31 Boeing 737-200 and -800 aircraft with over 1,400 staffs and personnel.
In order to position itself in the marketplace the company continuously concentrates on driving own its costs to offer the lowest fares possible and remain profitable. In addition, Ryanair offer minimum standards of service and very low prices for point-to-point, short haul flights. The goal of Ryanair is to meet the needs of travelling at the lowest price. The Critical Success Factors (CSFs) are as follows in airline industry: the strategic focus of having the lowest prices, being reliable within the marketplace, comfort and service and frequency.
It is noted that low-cost companies concentrate on this first critical success factor by trying to offer the lowest prices. Although Ryanair has eliminated extras such as in-flight meals, advanced seat assignment, free drinks and other services, it still prioritises features which remain important to its target market. Such features include frequent departures, advance reservations, baggage handling and consistent on-time services.
Cost Reduction Strategy
To achieve its goal of having a competitive position in the airline market, Ryanair uses a cost reduction strategy. Such cost reduction strategy relies on five main aspects like fleet commonality, contracting out services, airport charges and route policies, managed staff costs and productivity and managed marketing costs. In terms of fleet commonality, the company used only one kind of plane which limits the cost for staff training, maintenance services and facility of obtaining spares, facility in scheduling aircraft and crew assignment. With their purchase of aircraft Boeing 737, Ryanair has been able to gain capacity and reduces the average age of fleet which means savings on maintenance costs and avoiding the fit of European Union-conform equipment on old feet.
The next factor under the cost reduction strategy of Ryanair is contracting out services. In this manner, aircraft handling, ticketing, handling and other functions are contracted out by Ryanair to third parties. In addition, in order to limit their expenses engine and heavy maintenance are also contracted out whereas the staff of Ryanair carries out routine maintenance.
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