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53 VanDerZwan BookReview StephenShaw-Airline Marketing and Management Seventh Edition

53 VanDerZwan BookReview StephenShaw-Airline Marketing and Management Seventh Edition

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Published by W.J. Zondag

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Published by: W.J. Zondag on Dec 29, 2012
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07/10/2013

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e-zine issue 53
1
BOOK REVIEW
Airline Marketing and Manage-ment
Seventh Edition
This leading textbook on airline marketing offers a review of both the air transport marketand the marketing environment, followed by an examination of airline business and market-ing strategies. The second part of the book details the wide range of marketing activities,such as product design and management, pricing and revenue management, distributionchannels, and selling, advertising and promotional issues.By Stephen Shaw
Book Review by Frank van der Zwan
When you
rst pick up the 7
th
edition of Shaw´s Airline Mar-keting and Management and hold it next to the 6
th
edition, youcannot help but notice: with over forty extra pages comparedto the previous edition, this latest edition looks considerablythicker than its predecessor. Expectations rise: what changesand additions to the previous edition have been made? Just soas to manage these expectations: The overall structure of thebook has remained unchanged, and the bulk of these addition-al pages come from minor additions to the existing text andchanges in the lay out, rather than new content. But on a morepositive note: these changes in lay out do improve the readabil-ity of the book. Next to that, the book has indeed – as indicatedon the back cover – been “carefully revised”: numbers and ex-amples are updated, e.g. using the latest
gures for aircraft listprices, crew costs, or the advent of new aircraft types such asthe Boeing 787 and Airbus A350.Furthermore, new content has been added to re
ect the latestchanges in the airline marketing
eld. For example, in the dis-cussion of business models, Shaw has introduced “the hybridlow cost carrier model”, which describes a low cost businessmodel which incorporates features normally associated withtraditional, full-service airlines trying to make the airline moreattractive for business travellers or trying to generate greatercustomer loyalty. These features include choice of airports, in-troduction of frequent
yer programmes or being linked to aGDS. Examples of these hybrid airlines are AirBerlin, easyJet,and AirTran.Also new information on ‘all business-class’ airlines is pro-vided. These type of airlines exclusively focus on meeting theneeds of the high-end business and leisure passengers preparedto trade higher fares for greater standards of luxury. Althoughthe strategy appears to be an attractive one, most of the initia-tives have turned out to be not economically viable (Maxjet,Eos, Silverjet) and Shaw explains that this concept is based ona fundamental misunderstanding of business-travellers’ needs:“although high-standards, status and exclusivity are important,high frequency of conveniently timed
ights over a broad routenetwork are much more important”.

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