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Essay / Research Paper Abstract
This 8 page paper examines Delta Airlines, looking at their resources, core competences, their position in the environment using a PESTEL analysis and looks at the strategy of the company. The bibliography cites 9 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEdeltapest.rtf
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Unformatted sample text from the term paper:
well as having to content with a difficult external environment. The company has many resources that can be used to enhance the position; these include physical, financial, intangible and human
resources. Resources In terms of physical assets the most obvious are the aircraft. Here there is a good spread between owned and leased. The total fleet size is 842, with
494 aircraft owned and a further 348 on lease (Delta, 2005). This reduces the level of capital investment tied up in aircraft and reduces opportunity costs. There are also a
further 104 aircraft on order with options for another 373 (Delta. 2005). These are not the only physical assets, these also include building as well as other goods and machinery.
The 2003 accounts appear to indicate a drop in assets, but 11% of the drop is due to the adoption of SFAS No.142, "Goodwill and Other Intangible Assets", where goodwill
can no longer be included as an asset (Delta, 2004) The financial resources are stretched; any strain on resources must be considered when resources are examined. If we look
at the airline income has been increasing but there have not been profits since 1997, however, the level of the losses is decreasing, with only US$ 790.0 million in losses
in 2003 compared to US$ 1,272.0 losses in 2002. However, this must be outing a strain on the financial resources of the company (Delta, 2004). The key to the survival
may be that the strain on delta in difficult trading period may not be as great as that seen on other airlines where revenue is not increasing.
The employees are also a valuable resource, it is these resources that have allowed for the development of effective marketing campaigns, developed strategic alliances, created
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