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United States Air Force (USAF) acquisition programs have historically suffered from extended acquisition cycle times and cost and schedule overruns. Department of Defense senior leadership has called for "transformation" of the acquisition process. In this article, we investigate an Evolutionary Acquisition (EA) strategy and the spiral development process. This article presents the case study analysis of three USAF acquisition programs: Global Hawk, B-2 Bomber, and Unmanned Combat Air Vehicle (UCAV). Data were collected through extensive literature review, interviews with acquisition experts from the three program offices, and completed questionnaires from members of Air Force Materiel Command’s (AFMC) Acquisition Center of Excellence (ACE), Aeronautical Systems Center’s (ASC) Transformation Team, and ASC’s ACE.

Firms take design leaps when they imitate an established business model developed either by another firm or in another market to create business opportunities. While recent research has suggested the use of contextual intelligence for imitation, the exact process of adaptation of a business model is not fully understood. The purpose of this paper is to outline the process through which an emerging market firm adapts a developed market business model for creating business opportunities in the local market.

This paper investigates the journey of Air Deccan, the pioneer low-cost airline in India, from its founding until its successful adaptation of a (Western) business model and eventual failure. The authors use a qualitative case-based approach to study business model adaptation.

The authors find that adaptation involves the incorporation of following design features: novelty to overcome problem of institutional voids, elasticity to exploit unexpected increase in demand and efficiency to serve large volumes. Based on the evidence, the authors suggest the introduction of global efficiency measures as the boundary conditions of business model adaptation in emerging markets.

The paper contributes to the literature on business models by suggesting elasticity as a unique design feature relevant for emerging markets. This paper provides granular understanding of business model toxicity.

Entrepreneurs and managers – looking to enter emerging markets through opportunity creation – should focus on providing contextually novel design features in the adapted business model. The authors also caution practitioners against the perils of toxicity arising out of combining contextual novelty with efficiency.

Recent literature suggests that multinationals need contextual intelligence to successfully monetize their investment in emerging economies. This paper provides rich description of the challenges faced by entrepreneurs in emerging markets, local innovations used to overcome them and boundary conditions.

In spite of the extensive literature on the regulation of air transport services, until the development of the Quantitative Air Services Agreements Review (QUASAR) methodology no systematic review existed of the degree of liberalization granted through air services agreements. The chapter lays out QUASARs key features, and presents the main results its application has generated. It then elaborates on how the methodology could be further refined and extended to other segments of the air transport industry yet uncovered. Based on QUASAR, the chapter critically evaluates some commonly held beliefs about the liberalization of international passenger transport and then moves on to explore the technical feasibility of creating a liberal multilateral regime for air transport services. QUASAR has demonstrated that, although the air transport sector has experienced some liberalization over the past few years, this has been, overall, rather marginal. The skies are not truly open.

As the wave of liberalization and deregulation have accelerated to relieve rigid controls over airline routes, capacity, and fare setting regimes, Low Cost Carriers (LCCs) have emerged especially in local aviation markets since the 1970s.

This paper has studied the effects of LCC's entry into the domestic aviation market which was pre-occupied by two major carriers, Korean Air (KAL) and Asiana Airlines. Through a simple model describing two situations, prior and post to LCC's entry, we analyzed changes and trends of each airline's output and profit based on the Cournot and two-stage Stackelberg game equilibrium.

In summary, our conclusion consists of five points: (1) Even though JIN Air's entry reduced KAL's respective output and profit, the more JIN Air produces, the higher the joint-profit of KAL and JIN Air is, (2) From the joint-profit aspect, increasing KAL's output to a level than JIN Air's is more profitable on the Gimpo-Jeju route, on the other hand, increasing JIN Air's output higher than KAL's is more profitable on the Jeju-Busan route, (3) Even though JIN Air's entry increase Asiana Airline's output, the more JIN Air produces, the less Asiana Airlines's profit is, (4) Total output in markets as well as total profits of firms will increase under certain conditions, (5) KAL and JIN Air tend to get caught in an unresolved conflict on level of LCC cost.

OPERATING a wide range of scheduled and charter passenger and cargo services to destinations in the UK, Europe and the Mediterranean area as well as to the Middle East and the Canary Islands, Dan‐Air Services has also a sizeable engineering organisation. Major third party work is undertaken through its subsidiary Dan‐Air Engineering as well as the support of its own fleet of aircraft. In addition to UK operations, the airline also serves German tour operators out of Berlin and undertakes contract work for oil companies in various locations. From Heathrow and Gatwick as well as more than a dozen other points in the UK the company is increasing its route structure during 1988 and is licensed for several more destinations. Further developments are envisaged when the licences given up by British Caledonian come up for hearing. This year, new services will be operated by Dan‐Air to Madrid, Ibiza and Manon, in addition to an increase of frequencies on other routes.

This paper aims to show why public acclaim is not always a guarantee for healthy profits. A low-cost forerunner, Laker Airlines, also discovered this same fact to its fatal cost. A company needs to understand its true value proposition and ensure that customers are willing to pay for it. Ryanair was adored by the public when it began its low-cost flights from Dublin to London in 1986. That love nearly drove it to bankruptcy. Today, despite its poor image, it is one of the most successful and profitable companies in the industry.

The article analysis of the changing fortunes of Ryanair from its launch to its near bankruptcy in 1991 and then its revival of fortunes. It draws a parallel with Laker Airlines and the low-cost transatlantic Skytrain. Adulated by the public, the company folded in 1982. It is supplemented with research the airline industry and low-cost business models.

The article shows why companies should not fall into the trap of believing that a good public image will be the necessary condition for maintaining a sustainable competitive advantage. They need to fully understand the value proposition and what a customer is willing to buy.

Airport strategic direction is usually linked to the changing nature of airlines and their evolving facilities requirements. In the US airports are predominantly publicly owned giving rise to different organizational structures to those associated with many of the other countries, such as the UK, which are currently experiencing a change in the nature of airline products. This paper examines the different responses that are possible and not possible within the organisational structures of airports, focusing on some of the limitations of the current US and UK models of ownership and how these may impede economic growth. The paper ends with a look at the structural problems that arise in the management of air travel in the best interests of the traveller in the UK and how these problems might be resolved through alliances between the airlines and the airports.

The purpose of this paper is to analyze some of the issues US airlines are facing to control costs and improve operations.

A detailed comparison of two major airlines (American Airlines and Southwest Airlines) is performed to identify key differences and to confirm the areas on which airlines need to focus improvement efforts. Cause and effect diagrams are used to identify the factors triggering the issues. Process analysis is also used to offer improvements to reduce costs and improve customer service. Analysis is based on publicly available airline and industry information.

Revenue, costs, growing economic concerns and an extremely competitive environment are the major areas on which airlines need to focus to be successful. Recommendations are offered in these areas. Owing to the impact of the internet and travel consolidators such as Expedia, revenue increases are challenging, but suggestions are tendered to improve this area.

The study may cause airline management to consider the operational improvement possibilities that are still available within their industry. Be they major network carriers or growing low cost carriers, potential opportunities are identified for improved operational profitability, while maintaining and enhancing customer service. The use of process analysis can provide insights into the inefficiencies which exist within current processes and place more emphasis on demand pull type processes which require forecasting operational schedules.