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We present a continuous time series on first cabin passenger fares for ocean travel from New York to the British Isles covering nearly a century of time. We discuss the conceptual and empirical difficulties of constructing such a time series, and examine the reasons for differences between the behavior of advertised fares and those based on passenger revenues. We find that while there are conceptual differences between these two measurements, as well as differences in the average values, the two generally moved in parallel, which means that the advertised fare series can serve as a reasonable proxy for movement of the revenue-based fares. We also find that advertised fares declined over time, roughly paralleling the drop in freight rates for US bulk exports, until around 1890, but thereafter increased while freight rates continued to decline. We propose several hypotheses for this divergent behavior and suggest lines of future research.

The purpose of this study is to address the extended travel time caused by dwelling time at stations for passengers on traditional rail transit lines. To mitigate this issue, the authors propose the “Non-stop” design, which involves trains comprised of modular vehicles that can couple and uncouple from each other during operation, thereby eliminating dwelling time at stations..

The main contributions of this paper are threefold: first, to introduce the concept of non-stop rail transit lines, which, to the best of the authors’ knowledge, has not been researched in the literature; second, to develop a framework for the operation schedule of such a line; and third, the author evaluate the potential of its implementation in terms of total passenger travel time.

The total travel time was reduced by 6% to 32.91%. The results show that the savings were more significant for long commutes and low train occupancy rates.

The non-stop system can improve existing lines without the need for the construction of additional facilities, but it requires technological advances for rolling stock.

To eliminate dwelling time at stations, the authors present the “Non-stop” design, which is based on trains composed of locomotives that couple and uncouple from each other during operation, which to the best of the authors’ knowledge has not been researched in the literature.

This study examined the factors influencing willingness-to-repurchase for each class of airline service, and integrate the constructs of service quality, satisfaction and willingness-to-repurchase which were rooted on Engel-Kollat-Blackwell (EKB) model. The study focuses on the domestic and international arrival of passengers at Murtala Muhammed International Airport in Lagos and Nnamdi Azikwe International Airport in Abuja. Information was gathered from domestic and foreign passengers who had post-purchase experience and had used the airline's services more than once. The survey data were obtained concurrently from arrival passengers at two major international airports using an electronic questionnaire through random and purposive sampling techniques. The data was analysed using the ordinal logit model and structural equation model. From the 606 respondents, 524 responses were received but 489 responses were valid for data analysis and reporting and were obtained mostly from economy and business class passengers. The study found that the quality of seat pitch, allowance of 30 kg luggage permission, availability of online check-in 24 hours before the departing flight, quality of space for legroom between seats, and the quality of seats that can be converted into a fully flatbed are the major service factors influencing willingness-to-repurchase economy and business class tickets. Also, it was found that passengers' willingness to repurchase is influenced majorly by service quality, but not necessarily influenced by satisfaction. These results reflect the passengers' consciousness of COVID-19 because the study was conducted during the heat of COVID-19 pandemic. Recommendations were suggested for airline management based on each class.

Early twentieth century transatlantic migration was both a massive transoceanic population transfer and a complex travel business. The successful growth of this multinational commerce was based not on fare reductions, but on risk management strategies. Shipping lines provided costly carrying capacity sufficient to accommodate severely fluctuating demand for transatlantic migration, and did so in a manner which improved the reliability and quality of travel for migrants.

The purpose of this paper is to recount the history of the marketing of the maritime passenger industry (known today as the cruise industry). This is a unique industry that has survived and thrived for almost 175 years despite dramatic environmental changes. This history focuses on passenger shipping in and out of the USA first from/to European ports, later focusing on cruises from the USA to the Caribbean, today’s most popular cruise destination.

This study adapts the Hollander et al. (2005) approach and incorporates primary data such as fare lists, advertisements and promotional materials, as well as secondary data from a variety of expert works and government reports.

This study finds that the industry’s marketing history can be divided into six periods or phases: immigration and luxury (mid-nineteenth century to 1914); World War I (1914-1918); tourism, alcohol and luxury (1918-1939); World War II (1939-1946); jet age emergence (1946-1970); and cruising for all (1970 to the present day). Continuing industry growth; increasing focus on new geographic, and every-smaller demographic and psychographic markets; promotional emphasis on cuisine and activities; and positioning as a mass-consumed luxury are trends for the future.

Space constraints limit the information mostly to Europe-to-North America sailings of British and German transatlantic lines early in the paper, and to USA-to-Caribbean cruises in later phases.

This study illustrates how an industry can completely reinvent all elements of its marketing strategy in response to changing social and technological forces. It adds to a growing body of industry marketing histories.

Although much has been written about maritime history, no known work has examined the history of the marketing of the maritime passenger industry. It augments the growing body of industry-specific marketing histories.

Students will learn technology strategies specific to airports. Students will understand the reason for the success of Bengaluru International Airport. Students will learn to apply management models in airport settings. Students will improve their understanding of airport business, airport-related technologies, specifically in the Indian settings.

DigiYatra is a revolutionary initiative by the Government of India to digitalize all the airports in India, making your face your boarding pass. Bengaluru International Airport Limited (BIAL) is at the forefront of this initiative. As one of the early public–private partnership airports, BIAL has seen many challenges over time but could succeed in all its endeavour. The case discusses the journey of DigiYatra, which BIAL has taken through the eyes of the Chairman, Hari Marar. The case goes through several layers like initial planning, creating the team, implementation challenges, technology strategy adopted and how they tackled Covid lockdown challenges to complete the project's initial phase.

Post graduate students.

Teaching notes are available for educators only.

CSS 11: Strategy.

Describes the results of a survey conducted by the University of Bradford Management Centre on behalf of KLM Royal Dutch Airlines. Deals with the route decisions of air‐transit passengers, attempting to determine the relative importance of a wide range of factors. Reports on an investigation of route decisions by a sample of passengers of Leeds‐Bradford Airport in the UK. Discusses comparative perceptions regarding other airports, primarily Schiphol (Amsterdam) and Heathrow (London). Concludes that most air‐transit passengers are interested in reaching their destination as quickly as possible after that time at which they personally wish to leave.