Flying Off Course IV: Airline economics and marketing by Rigas Doganis

By Rigas Doganis

The airline provides an enigma. excessive progress premiums in fresh a long time have produced purely marginal profitability. This ebook units out to give an explanation for, in transparent and straightforward phrases, why this could be so. It offers a distinct perception into the economics and advertising and marketing of foreign airlines.

Flying Off Course has demonstrated itself through the years because the integral advisor to the interior workings of this fascinating undefined. This enlarged fourth variation, mostly re-written and fully up to date, takes into consideration the sweeping alterations that have affected airways lately. It comprises a lot new fabric on many key issues resembling airline charges, ‘open skies’ , air shipment economics, charters and new tendencies in airline pricing.

It additionally includes interesting new chapters at the economics of the reasonably cheap no frills vendors and at the destiny customers of the industry.

The booklet offers a pragmatic perception into key elements of airline operations, making plans and advertising in the conceptual framework of economics . it really is given additional strength via the author’s hands-on former reviews as a md and CEO of Olympic airlines and as a non-executive Director of South African airlines whereas he's presently a non-executive Director of easyJet.

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Record your answers on a separate sheet of paper. a. From the Spreadsheet Screen, how much revenue does Sue expect from calendars? How much revenue from notebooks? How much profit will the store earn from calendars? From notebooks? b. 00 and still sells the same quantity, what is the expected revenue? The expected profit? ) On your sheet of paper, show the calculations that confirm that the program has given you the correct values. 29 c. Sue is interested in getting an overview of how a change in the price of notebooks would affect revenue and profit, assuming that she sells all 6,000 notebooks she is thinking of ordering.

There may still be departments because specialization often makes sense. But the total system’s effort is guided by what customers want—instead of what each department would like to do. In Chapter 20, we’ll go into more detail on the relationship between marketing and other functions. Here, however, you should see that the marketing concept provides a guiding focus that all departments adopt. It should be a philosophy of the whole organization, not just an idea that applies to the marketing department.

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