A portfolio management approach to strategic airline planning: an exploratory investigative study on services management
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | German |
| Veröffentlicht: |
Bern [u.a.]
Lang
1997
|
| Schriftenreihe: | [Europäische Hochschulschriften / 5]
2052 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 384 S. |
| ISBN: | 3906757293 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Acknowledgements 5
Tableof contents 9
List of figures 13
Listof tables 15
Summary 17
Part One (Theoretical Research)
1 Introduction and Overview 21
1.1 Introduction 21
1.1.1 Contingency theory 22
1.1.2 Business policy 23
1.1.3 Purpose 24
1.2 Overview 28
1.2.1 Strategie planning 28
1.2.2 Portfolio management 30
1.2.3 A systematic approacb to Strategie planning 31
1.2.4 Requirements for a systematic approach to Strategie planning 32
1.3 Setting of the problem: what are theproblems? 33
1.3.1 The problem of change 33
1.3.2 The problem of learning 35
1.4 Methodology and strueture 38
1.4.1 Methodology 38
1.4.2 Strueture 40
Annex Notes 43
2 Literature and Definitions 53
2.1 Introduction 53
2.2 The contingency approach 54
2.3 The Systems approach 56
2.3.1 The term system 56
2.3.2 Attributes of Systems 57
2.4 The concept of organization 59
2.4.1 The term organization 59
2.4.2 The organization as an integrated system 60
2.5 The concept of management 61
2.5.1 The term management 61
2.5.11 Management as an economic resource 62
2.5.12 Management as a task 62
2.5.13 Management as a class 63
2.5.14 Management as a system of authority 63
2.6 The concept of policy 65
2.6.1 The terms policy and strategy 65
2.6.2 What is strategic management? 66
2.6.3 Purpose of planning 69
2.6.4 Practice of planning 70
2.6.41 Time dimension 71
2.6.42 Process dimension 72
2.6.5 Tools and techniques 73
2.7 Portfolio management 74
2.7.1 What is portfolio management? 76
2.7.2 Strategic market segmentation 77
2.7.3 Strategic business unit (SBU) 80
2.7.4 Competitive advantage 82
2.8 Concluding comments 84
Annex Notes 87
3 Theoretical Framework 101
3.1 Introduction 101
3.2 Components of the conceptual framework 103
3.2.1 Business environment 103
3.2.2 Organization 104
3.3 The three rings of management 105
3.3.1 Process management 105
3.3.2 People management 106
3.3.3 Policy management 106
3.4 Definition of overlapping areas 107
3.4.1 Culture 107
3.4.2 Policy 109
3.4.3 Structure HO
3.4.4 Management HO
3.5 Summary HI
Annex Notes 113
Part Two (Empirical Research)
4 Managerial Aspects of International Airline Services 123
4.1 Introduction 123
4.2 The commercial aviation system 129
4.2.1 Air passenger transportation as part of the tourism system 131
4.3 The nature of the service product 132
4.3.1 Key features of services 132
4.3.2 Key features of air services 132
4.3.3 Air services as a process in a systemic perspective 135
4.4 The airline product 138
4.5 Airline planning 142
4.5.1 Overview 142
4.5.2 Past and present planning efforts 146
Annex Notes 149
5 Description of Field Study Results 161
5.1 Overview 161
5.2 Subjects and procedure 162
5.3 Field work details 165
5.4 Research method 165
5.5 Empirical findings: an annotated summary 167
5.5.1 Description of key results related to the three rings of
management 168
5.5.11 Summary of findings on the three rings of management 177
5.5.2 Description of key results related to present planning efforts 177
5.5.21 Summary of findings on present planning efforts 182
5.6 Preliminary conclusions 183
Annex Notes 187
Part Three (Applied Research)
6 A Portfolio Approach to Strategic Airline Planning 195
6.1 Recapitulation 195
6.1.1 Implications for practice 196
6.1.2 The strategic problem 197
6.2 Portfolio classification models 198
6.2.1 Introduction 198
6.2.2 Growth share matrix 200
6.2.21 Key characteristics 200
6.2.22 Possibilities 205
6.2.23 Limitations 206
6.2.24 Concluding comments 208
6.2.3 The BCG approach to strategic airline planning 209
6.2.31 Benefits 209
6.2.32 Limitations 211
6.2.33 Concluding comments 214
6.2.4 Refinements of the growth share matrix 214
6.2.41 Sales growth share gain chart 214
6.2.42 Portfolio trajectory matrix 216
6.2.43 Analysis of competitors product portfolios 216
6.2.44 Competitive advantage matrix 218
6.2.45 Generic strategies matrix 219
6.2.46 Profitability analysis matrix 221
6.2.47 Profitability growth change matrix 221
6.2.48 Concluding comments 223
6.2.5 Extensions of the growth share matrix 223
6.2.51 General Electric McKinsey portfolio planning matrix 223
6.2.52 Arthur D. Little life cycle portfolio matrix 228
6.2.53 Shell Chemicals directional policy matrix 231
6.2.54 Concluding comments 232
6.3 Implications of a portfolio based business policy Summary 236
6.3.1 Usefulness and risks 236
6.3.11 Definition of SBUs 237
6.3.12 Interdependencies among SBUs 238
6.3.13 Pitfalls in assumptions 239
6.3.14 Resource allocation guidelines 240
6.3.15 Resource constraints 241
6.3.16 Operationalization of dimensions 242
Annex Notes 245
7 Concluding Remarks and Suggestions for Further Research 257
7.1 Epilogue 257
7.2 The next steps 264
7.2.1 Observations, explanations, and limitations of this study 264
7.2.2 Future research possibilities 267
7.3 A final remark 271
Annex Notes 275
Glossary 279
Bibliography 295
Appendices 341
List of Figures
1 1 The contingency approach as an eclectic management theory 23
1 2 Development of world scheduled revenue traffic 34
1 3 A macro to a micro treatment of managerial aspects 37
2 1 The organization as an open transformation system 61
2 2 The organization as a pyramid of hierarchical levels of authority 64
2 3 Elements and levels of management activity 64
2 4 The strategic management process as a closed loop system 67
2 5 Levels of planning 68
2 6 Product market segment dimensions for air passenger services 78
2 7 Strategic market segmentation 79
3 1 The organizational system 102
4 1 Hub and spoke system 125
4 2 Typical in line network 125
4 3 Typical grid routenet 125
4 4 Advantages and disadvantages of each route network 125
4 5 Selected articles in relation to selected journals (1990 93) 127
4 6 The airline organization as an open transformation system 129
4 7 The civil aviation system 130
4 8 Air traffic freedoms 134
4 9 Major building blocks of the airline factory 137
4 10 Essential inputs and outputs of a commercial airline organization 137
4 11 Customer experience preflight, inflight, and postflight 139
4 12 Core and supplementary activities of a diversified airline 143
4 13 Development of world scheduled revenue traffic (passenger km) 144
4 14 Development of world scheduled revenue traffic (passengers carried) 144
4 15 Operations versus marketing focus 145
4 16 Divisional planning areas in a typical airline 148
5 1 Core competencies of Singapore Airlines 170
5 2 World airline prices 173
5 3 World airline yields 173
5 4 World airlines financial results 173
6 1 Strategic planning and technique relationships 199
6 2 Standard BCG growth share matrix 202
6 3 Desired movements of SBUs and cash flows
in the BCG growth share matrix 202
6 4 Experience curve: inflation corrected raw data (Singapore Airlines)... 204
6 5 Experience curve: log relative cost in relation to cumulative output... 204
6 6 Corporate portfolio of a typical international airline 210
6 7 Aggregation/disaggregation example 210
it
6 8 Sales growth share gain matrix 215
6 9 Portfolio trajectory matrix 215
6 10 Competitors product portfolios 217
6 11 Competitive advantage matrix 217
6 12 Relationships between ROI and market share 220
6 13 Generic strategies matrix 220
6 14 Profitability analysis matrix 222
6 15 Profitability growth change matrix 222
6 16 Revised BCG charts as a set 224
6 17 GE McKinsey portfolio planning matrix 226
6 18 ADL life cycle portfolio matrix 229
6 19 Shell Chemicals directional policy matrix 229
6 20 The essence of portfolio management (selective resource allocation). 235
7 1 Overview of the experience curve/product life cycle relationship 259
7 2 Old style versus new style company 259
List of Tables
5 1 Multi factor screening model: absolute figures 1989 93 164
5 2 Multi factor screening model: top rankings 164
6 1 Method of quantifying business strength and industry attractiveness... 226
6 2 Data on Singapore Airlines for relative unit cost and tkm regression.. 375
6 3 Part of the output from the S Plus program (Version 3.2)
for cost and tkm regression 375
|
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| id | DE-604.BV011230208 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T18:06:12Z |
| institution | BVB |
| isbn | 3906757293 |
| language | German |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007535929 |
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| spelling | Thomas, Mike L. Verfasser aut A portfolio management approach to strategic airline planning an exploratory investigative study on services management Mike L. Thomas Bern [u.a.] Lang 1997 384 S. txt rdacontent n rdamedia nc rdacarrier [Europäische Hochschulschriften / 5] 2052 Compagnies de transport aérien - Gestion ram Gestion de portefeuille ram Luchtvaart gtt Strategische planning gtt Transports aériens - Gestion ram Aeronautics, Commercial Management Airlines Management Portfolio management Strategische Planung (DE-588)4309237-8 gnd rswk-swf Luftverkehrsgesellschaft (DE-588)4036559-1 gnd rswk-swf Linienluftverkehr (DE-588)4168271-3 gnd rswk-swf Portfoliomanagement (DE-588)4115601-8 gnd rswk-swf Linienluftverkehr (DE-588)4168271-3 s Strategische Planung (DE-588)4309237-8 s Portfoliomanagement (DE-588)4115601-8 s DE-604 Luftverkehrsgesellschaft (DE-588)4036559-1 s 5] [Europäische Hochschulschriften 2052 (DE-604)BV000001798 2052 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007535929&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Thomas, Mike L. A portfolio management approach to strategic airline planning an exploratory investigative study on services management Compagnies de transport aérien - Gestion ram Gestion de portefeuille ram Luchtvaart gtt Strategische planning gtt Transports aériens - Gestion ram Aeronautics, Commercial Management Airlines Management Portfolio management Strategische Planung (DE-588)4309237-8 gnd Luftverkehrsgesellschaft (DE-588)4036559-1 gnd Linienluftverkehr (DE-588)4168271-3 gnd Portfoliomanagement (DE-588)4115601-8 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4036559-1 (DE-588)4168271-3 (DE-588)4115601-8 |
| title | A portfolio management approach to strategic airline planning an exploratory investigative study on services management |
| title_auth | A portfolio management approach to strategic airline planning an exploratory investigative study on services management |
| title_exact_search | A portfolio management approach to strategic airline planning an exploratory investigative study on services management |
| title_full | A portfolio management approach to strategic airline planning an exploratory investigative study on services management Mike L. Thomas |
| title_fullStr | A portfolio management approach to strategic airline planning an exploratory investigative study on services management Mike L. Thomas |
| title_full_unstemmed | A portfolio management approach to strategic airline planning an exploratory investigative study on services management Mike L. Thomas |
| title_short | A portfolio management approach to strategic airline planning |
| title_sort | a portfolio management approach to strategic airline planning an exploratory investigative study on services management |
| title_sub | an exploratory investigative study on services management |
| topic | Compagnies de transport aérien - Gestion ram Gestion de portefeuille ram Luchtvaart gtt Strategische planning gtt Transports aériens - Gestion ram Aeronautics, Commercial Management Airlines Management Portfolio management Strategische Planung (DE-588)4309237-8 gnd Luftverkehrsgesellschaft (DE-588)4036559-1 gnd Linienluftverkehr (DE-588)4168271-3 gnd Portfoliomanagement (DE-588)4115601-8 gnd |
| topic_facet | Compagnies de transport aérien - Gestion Gestion de portefeuille Luchtvaart Strategische planning Transports aériens - Gestion Aeronautics, Commercial Management Airlines Management Portfolio management Strategische Planung Luftverkehrsgesellschaft Linienluftverkehr Portfoliomanagement |
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