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In an attempt to build upon existing theory, this paper aims to investigate the potentially reciprocal relationship between negotiation and strategy, and strive to contribute toward a better understanding of the ways in which organizations negotiate.

Built upon the integration of two different bodies of literature, negotiation and strategy, and on the analysis of the case of Ryanair, this paper argues for an integrated approach to negotiation and organizational capabilities.

The case study allows for a clearer understanding of how negotiation capability can play a significant role in supporting the creation and sustainment of competitive advantage, even under unfavorable industry settings.

This paper contributes to theoretical development by offering new and insightful explanations of firms’ behavior, moving beyond the classic interpretation of industry dynamics, such as bargaining power. This study has implications for both practice and research, as it offers a better and more holistic understanding of the strategy-making process and the foundations of its success.

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.

As a result of terrorism, world health scares and war, the air transport industry has been re‐shaped almost beyond recognition. And while much has been written about the impressive achievements of the low‐cost airline operators, up until recently the outlook has looked bleak for the larger, state run airlines.

Presents a series of articles on each of the following topics: digital strategy in the next millennium (Digital strategy – a model for the millennium; Searching for the next competitive edge; The technology link; Value web management opportunities; clash of the Titans: communications companies battle for new ground; and a guide through the maze); retailing and distribution in the digital era (The business case for electronic commerce; superdistribution spells major changes; VF Corp. sews up software operation; IBM seeks to harness digital revolution; Egghead’s bold move to a Web‐based strategy; achieving successful Internet banking; and enterprising uses for IT); and the changing shape of the aviation industry (boom times ahead for air cargo; United Airlines flies high through employee ownership; Asian practices to West at Cathay Pacific; and Ryannair strips to the bone).

The paper aims to contrast the approaches to human‐resource management taken by two low‐cost airlines – Ryanair in Europe and Southwest in the USA.

The paper considers the similarities between the two airlines before explaining that Southwest puts much more emphasis than Ryanair on the importance of treating its employees well. It examines what this means in terms of recruitment, recognition and reward.

The paper explores in particular the role of Southwest Airlines operations agents and finds that they are prepared and able to work anywhere – in the departure hall, at the gate, in the baggage hall, on the tarmac or aboard the aircraft – to help to ensure that flights leave on time.

The paper argues the case for putting employees first, on the basis that you treat your employees the way you want them to treat your customers.

Illustrates that there is evidently no single answer for success in the low‐cost airline sector – and so plenty to challenge the aspiring aviation entrepreneur.

Este artículo tiene por objeto analizar uno de los casos más importantes en los últimos años en los que se han declarado nulas ciertas cláusulas abusivas incluidas por las aerolíneas en los contratos de transporte aéreo con los consumidores, en concreto, se trata de la Sentencia de la Audiencia Provincial de Madrid, sección 28, de 26 de julio de 2017 y, especialmente, se estudiará la cláusula de cargo por remisión de la tarjeta de embarque.

A través del estudio de la mencionada sentencia, este trabajo mostrará cómo el contrato de transporte aéreo de personas siendo uno de los contratos más importantes actualmente, presenta una situación de especial desequilibrio y desprotección de los consumidores frente a las aerolíneas.

La falta de poder de negociación de los consumidores, las escasas alternativas que tienen en muchos casos y los precios generalmente altos de este contrato de transporte, hacen imprescindibles dispensar una protección adecuada a los consumidores en este contexto. Esto se puede lograr a través de leyes tuitivas que protejan sus intereses económicos y, especialmente como se analiza en el artículo, mediante la prohibición de cláusulas abusivas en los contratos de transporte aéreo.

El artículo hace un recorrido por algunas de las cláusulas abusivas incluidas en los contratos de transporte aéreo de pasajeros en los últimos años y muestra cómo debe evitarse que las aerolíneas impongan estas cláusulas que perjudican a la parte más débil del contrato y advierte que estamos aún lejos de conseguir una efectiva protección del consumidor en este ámbito como se explica con algún ejemplo final.

The success of the low‐cost airlines is for many a real surprise. Regarding two previous models developed by Michael Porter (3 basics strategies and value chain), we will attempt to show that the success of these different companies is a faithful reflection of strategic models set out and perfectly suited to the given context, here that of the air transport field. To “dissect ” the success of this phenomenon of low‐cost airlines, we will base our study, in the first section, on the case of EasyJet. In a given context, the supposed models of the low‐cost companies are a perfect illustration of the application of precise strategic concepts and models. Proof has been provided that low‐cost companies using sustainable value chains can be profitable and move steadily towards strategies of external growth (Ryanair recently acquired Buzz). In the second section, we will present a brief study covering a services marketing logic for Tours airport (France) with a logical diagram application.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There was a time when the notion of commuting daily between Rome and London would have been considered far too timely – not to mention expensive! But today, for Italian financier Ettore Thermes, this is an everyday occurrence thanks to the advent of low cost airlines.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

As airports strive to attract new carriers, a new strategic direction is necessary to address the differing needs of the two main types of airline – network carriers and low‐cost airlines. The problem for the airport’s manager is compounded by the different management styles and philosophies that operate within the carriers themselves, meaning that the requirements of each airline may be subtly, or even fundamentally, different from one which might be expected to be placed in the same category. For strategic reasons, the facilities manager must understand the fundamental differences that exist between the two types of carrier. Examines the strategic response of Dublin airport to the presence of the two types of carriers requiring different services, and the difficulties faced by airport managers in the provision of the differing levels of service required by different customers. Sets out the strategic differences and suggests the resultant implications for facilities requirements. Shows that, in most cases, the provision of differing levels of “side by side” service to airlines is not possible with the existing strategic direction and that new directions are needed to facilitate the long‐term expansion of air transport.

British Airways used to describe itself as the world’s favorite airline. This was a simple and effective slogan, not least because it was picked up occasionally by journalists who would use it in stories without adding the words “self‐styled”. The phrase did, nevertheless, have an appropriate ring about it during the 1990s when BA’s star was in the ascendant. Now, like many national carriers, BA faces huge difficulties caused by factors such as an uncertain economic climate, the threat of terrorism and the potentially damaging effects of war in Iraq. A further consideration is the impact of low‐budget airlines.