abhishreshthaa
Abhijeet S
Borders Group, Inc. (NYSE: BGP) is an international book and music retailer based in Ann Arbor, Michigan. Borders is the second-largest bookstore chain in the United States (after Barnes & Noble), selling a wide variety of books, CDs, DVDs, and periodicals, as well as gifts and stationery.
In 2008, Borders Group's total revenue was US$3.82 billion, of which $2.63 billion came from Borders Superstores, $2.00 billion from books, $480 million from Waldenbooks Specialty Retail, $622 million from alternative markets, $371 million from music/DVDs, and $284 million from periodicals.[2][citation needed]
As of 2009, there are 517 Borders stores in the United States, and approximately 466 stores in the Waldenbooks Specialty Retail segment, including Waldenbooks, Borders Express, Borders airport stores, and Borders Outlet. During the autumn and winter months, Borders also operates calendar stores and mall kiosks under the Day By Day Calendar Company name.
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. 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.
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. 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.
In 2008, Borders Group's total revenue was US$3.82 billion, of which $2.63 billion came from Borders Superstores, $2.00 billion from books, $480 million from Waldenbooks Specialty Retail, $622 million from alternative markets, $371 million from music/DVDs, and $284 million from periodicals.[2][citation needed]
As of 2009, there are 517 Borders stores in the United States, and approximately 466 stores in the Waldenbooks Specialty Retail segment, including Waldenbooks, Borders Express, Borders airport stores, and Borders Outlet. During the autumn and winter months, Borders also operates calendar stores and mall kiosks under the Day By Day Calendar Company name.
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. 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.
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. 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.