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Title Changing planes : a strategic management perspective on an industry in transition. Volume two, Strategic choice, implementation, and outcome / Stephen Holloway.
Imprint Abingdon, Oxon ; New York, NY : Routledge, Taylor & Francis Group, 2018.


 Internet  Electronic Book    AVAILABLE
Description 1 online resource
Series Routledge revivals
Routledge revivals.
Note Originally published 1998 by Ashgate Publishing.
Bibliog. Includes bibliographical references.
Note Available only to authorized UTEP users.
Bio/Hist Note Stephen Holloway is a Consultant to the air transport industry, specializing in both strategic and financial management.
Note Print version record.
Subject Aeronautics, Commercial -- Management.
Airlines -- Management.
Organizational change.
Strategic planning.
Contents Cover; Half Title; Dedication; Title Page; Copyright Page; Table of Contents; Figures and tables; Acknowledgements; Abbreviations; Preface; Part One: Strategic Alternatives and Choice; 1: Corporate strategy: growth, renewal, and scope; Growth; Renewal strategies; Choice of scope; Conclusion; 2: Competitive strategy; Generic competitive strategies; A closer look at the generic strategies; Comments on the choice of competitive strategy; A proposition about competitive strategy; Competitive strategy as the creation of value; What is 'competitive' about competitive strategies?
3: Strategies at the functional levelMarketing; Strategic human resource management; Information technology and information systems; Strategic financial management; Operations; Conclusion; 4: Conclusion to Part One; Strategic alternatives; Strategic evaluation and choice; Short-term and medium-term objectives; Operating goals; Critical success factors; Part Two: Implementation; 5: Growth, alliances, and globalization; Intemal/organic growth; Acquisition; Alliances; Forms of alliance; Alliance objectives; Alliance ingredients; The potential for alliances
Requirements for successful comprehensive alliancesGlobalization; 6: Managing service-price offers; The nature of service; Positioning and the service concept; Managing the service-price offer; Conclusion; 7: Service delivery as an interactive experience; Consumers; The service environment; Service providers; Service delivery processes; Conclusion on service conceptualization and delivery; 8: Corporate infrastructure; Structure; Coordination and control processes; Structure, processes, and strategic positioning; Conclusion; Part Three: Outcome; 9: Service quality, failure, and recovery
Quality and valueSources of service quality; Measuring quality; Managing quality; Service failure and service recovery; 10: Customer retention; Customer loyalty and relationship marketing; Frequent flyer programmes; Corporate rebates; Branding; Conclusion; 11 Conclusion
Summary Published in 1998. The airline Industry has always been dynamic, innovative and challenging. While the dynamism has in the past tended to arise on the production side, a torrent of change on the commercial side is being unleashed by regularity liberalization. The magnitude and rate of change are also greater than anything previously encountered in the industry. This work is concerned with two distinct yet related transitions. The first is general, potentially affecting the strategic management of all types of company-notably, but not exclusively, in North America, Europe, Latin America, and parts of Asia. It is a transition to a new paradigm of strategic management in the growing number of airlines which participate in liberalized and increasingly competitive markets.
Other Title Print version: HOLLOWAY, STEPHEN. CHANGING PLANES 113861582X
Other Title Strategic choice, implementation, and outcome