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In the last two decades, different policy initiatives have been set up to increase the share of intermodal freight transport through a modal shift. In the design of these policies, often critical break-even distances are set, showing the cost or price competitiveness of intermodal transport to delineate transport routes that qualify for such a modal shift. In this chapter, we discuss to which extent such break-even distances can be generalized on a larger scale and how they are calculated.

We use two price-based models to calculate break-even distances for an intermodal rail and an intermodal barge transport case. General break-even values do not show the price variation in the transport market and vagueness in the calculation of these values adds to this problem.

We find that for the inland waterway case, intermodal barge transport shows potential on shorter distances as well. In addition, different ways to lower the break-even distance are discussed and a framework for calculating break-even distances is suggested.

The research elaborates on break-even distances in a European context using price data which are fluctuating over time, location specific and often not publicly available.

Policy initiatives promoting intermodal transport should not focus solely on long distance transport. Moreover, evaluating the competitiveness of the intermodal sector solely on a price comparison dishonours its true potential.

This chapter challenges the current European policy on intermodal transport by showing the price competitiveness of intermodal transport in two cases.

EVERY reader who ever served in the forces of the Crown will know that charge those footsloggers were convinced was the Sergeant's delight: Dumb Insolence. This was brought against a man who failed to reply when spoken to. (We must admit that if you did answer, he might find another charge or at least bellow at you “SHUT UP!”.)

Priorities of decarbonizing the mining sector together with an availability of cost-effective technological solutions lead renewable energy (RE) to become an attractive energy source for the mining industry. Several pilot projects are run as hybrid systems, providing additional capacity to traditional energy systems. The purpose of this paper is to develop a mathematical model as a decision-making tool. The decision refers to a replacement of the fossil fuel system contains by the hybrid system in the sense of no return.

Four systems are considered. System one contains only a diesel plant. System two consists of a hybrid energy system with a photovoltaic (PV) part and a genset as back-up. System three includes a conventional natural gas combined cycle (CGCC) plant. Finally, system four covers a hybrid energy system with a PV part and CGCC turbine. The mathematical model is based upon the well-known concept of levelized cost of electricity.

The scenarios account for the degradation rate of PV modules, the PV yields of mines in different locations and the greenhouse gas emissions impact. The results show the break-even times of each scenario and the years of no return for the four systems in each scenario.

The solution of the model is performed for two case-studies. Case study 1 compares the diesel and hybrid PV-diesel systems. Case study 2 compares the CGCC and hybrid PV-natural gas systems.

This model can be generalized to all mining settings, with specific practical implications for off-grid mines.

The results of this paper bring a valuable contribution to carbon dioxide emissions reduction.

The paper aims to enhance the attention of decision-makers on fossil fuel and RE technologies increase the attractiveness of RE in powering mining operations.

This study aims to identify the effective operational strategies for airlines in a pandemic that allow them to recover and bounce back smoothly.

This study adopted quantitative methodology based on secondary data published by the airlines related to operational and performance indicators. The total number of airlines surveyed was 145. The sample of study covers all the following regions: Africa, Asia, Europe, the Middle East, North America and South America. The data analysis of this research passed through several phases to compare the situation before and during pandemic period.

The effective operational strategy patterns during the outbreak of the COVID-19 pandemic comprise three hybrid strategies and one scheduling strategy. It appears from these strategy models that four strategic alternatives are available for international airlines to adopt, while two strategic alternatives are available for regional airlines. The strategy alternatives for regional and international airlines are all effective, but those of the international airlines are the more effective ones.

Previous studies rarely adopted the theory of operations strategy configuration (emphasizing taxonomies-based perspective) and the organizational resilience theory (emphasizing capability-based perspective) to identify the effective airlines operations strategy patterns in a pandemic, that allow airlines to recover and bounce back smoothly by analyzing the practices of airlines from different geographic regions worldwide.

The creation of value for shareholders, the central theme of contemporary financial theory, is generally regarded as the ultimate goal for management. The uncertain outlook for the remainder of this decade indicates that a management that does not concern itself with the creation of value for shareholders may be jeopardizing its own existence. The recent and continuing popularity of takeover activity, proxy fights, and existence of stock options suggests it is important for management to be cognizant of shareholders' desire for wealth.

IF work study principles are being applied rather belatedly to the organisation of clerical duties it is doubtless because the area, being much smaller, is recognised as a less profitable one in which to effect substantial savings. There is, however, an increasing use of such techniques in offices.

Customer waiting is regarded as one of the most critical aspects of service quality. Research has suggested various approaches to reduce the negative impact of waiting. This article investigates the waiting time performance of alternative service process designs that consist of two operations, order taking and order preparation. The research premise is that no single service process design is the best in all operating conditions. Managers should build flexibility into service process design by using alternative designs in combination. Several break‐even models are developed to examine the contingent nature of the performance of alternative designs. The results point to the need for building flexibility into service process designs by demonstrating that waiting time performance can only be optimized if design strategies are altered in response to ongoing changes in service system input parameters.

This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.

Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world's foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company's senior executive team. Schmidt had been asked to calculate the break-even point for the company's flagship product, the Marine Band harmonica, under a number of different scenarios.

After completing the exercise, students should be able to:

• Calculate unit contribution and margin

• Calculate break-even units and market share

Calculate unit contribution and margin

Calculate break-even units and market share

Expansion of large international hotel chains into the Polish hospitality market has radically changed hotel management practices in Poland. The article investigates the impact of these changes on hotels’ economic performance. This impact is assessed by monitoring changes in the break‐even point, the percentage share of variable costs in sales, margins of safety, operating leverage, and other indicators reflecting economic effects of applied management methods. The research results indicate that cost reduction resulting from the introduction of new management methods must in the future be replaced by measures aimed at stimulating revenue growth.