abhishreshthaa
Abhijeet S
Air Luxor was an airline based in Lisbon, Portugal,[1] operating a limited number of scheduled flights out of Portela Airport, Lisbon.
The airline was etsablished by the Mirpuri family, which decided to turn their private aviation company, consisting of a fleet of small aircraft, into a public airline. Thus, Air Luxor was established in December 1988.
In 1997, Air Luxor extended its operations to commercial aviation, first in the charter sector and then, from 2001, concentrating on scheduled flights. In October 2003, a marketing concept called Air Luxor Light was introduced offering low-cost operations.
POLITICAL
The passenger air travel industry is experiencing increasing competition between low cost/no frills carriers, Aer Lingus and the more traditional full service carriers. There is a need for the airline to explore the comparative business models with a view to identifying areas where these might be expected to generate different HR and employment relations practices, and checking the findings against available evidence. While some of the expectations are confirmed, unionisation is higher than anticipated in the airlines sector and relatively high percentage of staff were on regular rather than contingent contracts. Differences in approach are observed among Aer Lingus and other low cost airlines, and the evidence indicates some convergence between the two sectors as competition heightens. Upon examining the growth of Aer Lingus, being a new entrant airline since deregulation.
ECONOMICAL
The sustainability of the Aer Lingus product is examined, including: acceptability to passengers, the use of secondary airports, labour productivity and use of outsourcing, corporate culture, policy environment and legal and policy obstacles. The growth of Aer Lingus is expected to continue because of the popularity of low fares, the willingness of passengers to forego traditional airline services in order to avail of low fares and the ability of Ryanair to control and reduce costs. Aer Lingus, the state-owned airline of the Republic of Ireland, is growing in a supportive environment of stability, opportunity, and national pride. Aer Lingus is part of a relatively unstable industry, but has many advantages over its competitors.
SOCIAL
Direct competition between full service airlines and no-frills carriers is intensifying across the world, US and European full service airlines as Aer Lingus have lost significant proportion of their passengers to low cost carriers, the experience now being repeated in the domestic markets of Asia. There certain attempt to provide answers to number of critical questions: What are the key drivers of Aer Lingus business model? Is there difference in passengers’ perceptions between Aer Lingus and full service incumbents in mature airline market and in rapidly developing economy? What are the principle reasons why passenger chooses Aer Lingus airline model? How could Aer Lingus encourage passengers to return and so regain their domestic market share? As addressed using information obtained in passenger surveys that are to be conducted as airlines dominated international aviation for almost 70 years and that Aer Lingus also dominated policy and achieved identification of the national airline interest with the national interest in the era of protectionism.
TECHNOLOGICAL
The success of Aer Lingus in achieving regulatory capture of policy making in Irish aviation from 1936 to 1986 is examined. In the present era of competition and privatisation this article examines the commercialisation of Aer Lingus, its relative decline in competition with Aer Lingus after deregulation in 1986, its reinvention as low cost carrier in 2001 and its likely privatization at the time when most countries are discarding the national airline model.
The airline was etsablished by the Mirpuri family, which decided to turn their private aviation company, consisting of a fleet of small aircraft, into a public airline. Thus, Air Luxor was established in December 1988.
In 1997, Air Luxor extended its operations to commercial aviation, first in the charter sector and then, from 2001, concentrating on scheduled flights. In October 2003, a marketing concept called Air Luxor Light was introduced offering low-cost operations.
POLITICAL
The passenger air travel industry is experiencing increasing competition between low cost/no frills carriers, Aer Lingus and the more traditional full service carriers. There is a need for the airline to explore the comparative business models with a view to identifying areas where these might be expected to generate different HR and employment relations practices, and checking the findings against available evidence. While some of the expectations are confirmed, unionisation is higher than anticipated in the airlines sector and relatively high percentage of staff were on regular rather than contingent contracts. Differences in approach are observed among Aer Lingus and other low cost airlines, and the evidence indicates some convergence between the two sectors as competition heightens. Upon examining the growth of Aer Lingus, being a new entrant airline since deregulation.
ECONOMICAL
The sustainability of the Aer Lingus product is examined, including: acceptability to passengers, the use of secondary airports, labour productivity and use of outsourcing, corporate culture, policy environment and legal and policy obstacles. The growth of Aer Lingus is expected to continue because of the popularity of low fares, the willingness of passengers to forego traditional airline services in order to avail of low fares and the ability of Ryanair to control and reduce costs. Aer Lingus, the state-owned airline of the Republic of Ireland, is growing in a supportive environment of stability, opportunity, and national pride. Aer Lingus is part of a relatively unstable industry, but has many advantages over its competitors.
SOCIAL
Direct competition between full service airlines and no-frills carriers is intensifying across the world, US and European full service airlines as Aer Lingus have lost significant proportion of their passengers to low cost carriers, the experience now being repeated in the domestic markets of Asia. There certain attempt to provide answers to number of critical questions: What are the key drivers of Aer Lingus business model? Is there difference in passengers’ perceptions between Aer Lingus and full service incumbents in mature airline market and in rapidly developing economy? What are the principle reasons why passenger chooses Aer Lingus airline model? How could Aer Lingus encourage passengers to return and so regain their domestic market share? As addressed using information obtained in passenger surveys that are to be conducted as airlines dominated international aviation for almost 70 years and that Aer Lingus also dominated policy and achieved identification of the national airline interest with the national interest in the era of protectionism.
TECHNOLOGICAL
The success of Aer Lingus in achieving regulatory capture of policy making in Irish aviation from 1936 to 1986 is examined. In the present era of competition and privatisation this article examines the commercialisation of Aer Lingus, its relative decline in competition with Aer Lingus after deregulation in 1986, its reinvention as low cost carrier in 2001 and its likely privatization at the time when most countries are discarding the national airline model.