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Essay / Research Paper Abstract
This 10 page paper examines SriLankan Airlines, looking at the way in which he competes including assessment of the value chain, as well as and microeconomic analysis including consideration of the cost structure. The paper also includes a macroeconomic analysis of the airline industry and the use of Porters Five Forces Model to consider the current influences within the environment. The bibliography cites 10 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEsrilank.rtf
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Unformatted sample text from the term paper:
Airlines history started in 1979, although which is undergone many changes since that time. This airline, which has a fleet of 14 Airbus aircraft flies to 44 destinations located in
29 countries from the Far East across to Europe as well as many destinations in the Middle East and Southeast Asia. The airline flies to major cities including London, Rome,
Tokyo, Hong Kong, Beijing, Hong Kong, Kuala Lumpur, Dubai and New Delhi. The vision of the airline is "to be the most preferred airline in Asia", and the mission is
to "provide our customers with a reliable and pleasant travel experience. We provide our business partners with a variety of innovative, professional and mutually profitable services. We meet Shareholder expectations
of profitably marketing Sri Lanka and contributing towards the well-being of Society. We are a competent, proactive and diligent team. Our contribution is recognized and rewarded" (SriLankan Airlines, 2010). That
many airlines the organization has faced a large number of challenges over the last few years, which is placed economic as well as social pressures on the way in which
the airline performs, issues such as the global recession, changing technology as well as liberalization increased competition are all issues that the company says. In order to consider the airline
it can be examined by looking at the airline and its operations from several different perspectives. 2 Value Chain Porter described what he
saw as a value chain (Porter, 1985). He divided this into five separate sections; inbound logistics, operations, outbound logistics, marketing and sales, and service (Porter, 1985). These different
activities are also linked by the same support activities, there are four of these, but they can be seen to be active throughout the entire value chain, they are firm
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