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Strategic management and marketing.

Executive education; postgraduate; undergraduate.

By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore's first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair's competitive position and the market environment in which it operates?

Students will be able to apply strategic frameworks in order to develop an understanding of Valuair's market position and use this understanding to advice investment decisions.

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

In recent decades there have been substantial changes in the structure of the global airline industry commencing with deregulation closely followed by the emergence of Low-Cost Carriers (LCCs). LCCs have greatly increased the opportunities for affordable air travel by generating considerable opportunities for many destinations to tap into new markets. This paper examines a range of issues related to the operation of LCCs and how destinations may be adversely affected when problems emerge. Specifically the paper examines problems that arose in Australia in 2011 when Tiger Airways Australia was grounded for an extended period. Until its grounding the airline, while having a poor reputation for on-time service and customer service, did have a significant impact on airfares which rose on average by 15% during the period of it was grounded.

This paper aims to describes how Ink, a firm that specializes in connecting companies with travelers, is to reform the system of incentives for its global sales teams by rewarding the way they sell rather than simply the sales they make.

The paper explains the background to the so‐called “iceberg thinking” system of incentives and how “million‐second‐thinking” can help employees to make the most of the time they spend at work.

The paper reveals that teams will be remunerated on the sales they make, but only if they have carried out the sale properly. Additionally, if the teams fulfill the sales process, Ink will guarantee to remunerate them even if those commitments do not lead to business or sales.

The paper explains that iceberg thinking removes the risk for sales people as long as they focus on, perform and deliver the correct behaviors that will be the basis for delivering strong results.

The paper claims that iceberg thinking is a departure from the industry's traditional commission‐based sales structure and has the potential to revolutionize the way media sales are managed and rewarded.

The paper describes a new way of thinking that enables companies to examine what is below the surface in a way that ensures that all key factors, behavioral influencers, touch‐points and barriers to success are addressed.

The International Federation of Airworthiness in an issue of its introductory brochure is presenting a new image, that of a link in the Airworthiness Chain.

This chapter explores the evolution of Virgin Blue, a low-cost carrier that commenced operations in Australia in 2000, through a process that saw it emerge as a full-service airline by 2012. The path of evolution is analyzed with the aid of several strategic marketing concepts including strategic windows and repositioning. Given the contemporary nature of the area of study, the research employs historical narrative and case study methodology. From a tourism industry perspective, the discussion highlights the usefulness of the strategic management approach including the use of strategic windows and demonstrates that firms are able to successfully reinvent themselves to respond to new market opportunities. The results also highlight the need for destination marketing organizations to be alert to changes in airline operations that may fundamentally alter their value proposition in some of the target markets that they are operating in. In the case of Virgin, the airline evolved from a low-cost airline to a full-service airline and in the process lost some customers who were pursing low-cost holiday options but gained customers who were less price sensitive.

This chapter reviews the effects of air transport liberalization, and investigates the roles played by airport-airline vertical arrangements in liberalizing markets. Our investigation concludes that liberalization has led to substantial economic and traffic growth. Such positive outcomes are mainly due to increased competition and efficiency gains in the airline industry, and positive externalities to the overall economy. Liberalization allows airlines to optimize their networks, and thus may introduce substantial demand and financial uncertainty to airports. Vertical arrangements between airlines and airports may offer a wide range of benefits to the parties involved, yet such arrangements could also lead to airline entry barriers which reduce the effects of liberalization. Three approaches have been developed to model the effects of liberalization in complex market conditions, which include the analytical, econometric and computational network methods. These approaches should be selectively utilized in policy studies on liberalization.

The purpose of this article is to review the alternatives and to demonstrate the easily measurable benefits of savvy searching for airfares.

A desk‐based approach to data collection is used.

It is found that by exploring the best deals through savvy searching can yield instantly measurable benefits. Depending on travel patterns, being a savvy travel searcher can easily save enough money to yield a very good return on investment.

The article highlights some points and reinforces others on some of the best practices for savvy searching.

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.

The purpose of this paper is to identify the four principles for firms in developing countries to enhance and augment their innovation agenda for staying competitive. With increasing globalization, firms need to continually calibrate and realign their innovation strategies to remain competitive. Although many firms in the developed countries are making sustained efforts to adopt the developing world perspective on innovation, similar efforts by firms in developing countries to reorient their innovation strategies to the developed world are minimal. In the long run, this might erode the competitiveness of firms in developing countries. Leveraging the global innovation strategy framework, the paper suggests four principles that can help developing country firms transition from a local to a global innovation strategy. Specifically, the paper exhorts developing country firms to move from a “good-enough” innovation approach to an “augmented” innovation philosophy that aims to serve the latent needs of the users. The four principles suggested for the developing country firms to further their innovation agenda are: invest in research; learn to fail; be patient; and alliance and acquire.

The paper uses prior literature and frameworks to identify the four principles that firms in developing countries should follow for furthering their innovation agenda with a view to becoming global in their approach.

The four principles suggested for the developing country firms to further their innovation agenda are: invest in research; learn to fail; be patient; and alliance and acquire.

The paper identifies the four principles for firms in developing countries to enhance and augment their innovation agenda for staying competitive.