Abstract
It is seen that the low cost carrier business model in
international air transport continues to increase its influence day by day,
unlike other airline business models.
The purpose of this study is to analyse the
international development process and the future situation of the low cost
airline business model. This study aims to analyse the future situation by
revealing the interaction of low cost carriers with other carrier business
models and stakeholders.
Scope of this study; The concept of low cost carrier
in international air transport, development process, interaction with other
carrier business models, economic effects of spreading low cost carrier
business model, sustainability and future forecasting situation are evaluated.
References
- Airbus Global Market Forecast(2013), www.airbus.com
- Barney, J. B. (1991), Firm resources and sustained competitive advantage, Journal of Management, V.17(1), pp.99-120.
- Barrett, S., (1999), Peripheral market entry, product differentiation, supplierrentsand sustainabilityin the deregulated European aviation market – a case study, Journal of Air Transport Management 5(1), 21-30.
- Bieger, T., and Agosti, S. (2005), Business models in the airline sector -evolution and perspectives, S. Auerbach, H. Baum & W. Delfmann (Der.), Strategic management in the aviation industry. Köln: Kölner Wissenschaftsverlag.
- Boeing Current Market Outlook (2015),www.boeing.com
- Calder, Simon (2002), No Frills:the truth behind the low-cost Revolution in the skies. London: Virgin Books Ltd.
- Chesbrough, H. and Rosenbloom, R.S. (2002), The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s spin‐off companies, Industrial and Corporate Change, 11(3):529‐555.
- Connell, J.F. and Williams, G. (2005), Passengers’ perceptions of low cost airlines and full service carriers: A case study involving Ryanair, Aer Lingus, Air Asia and Malaysia Airlines, Journal of Air Transport Management, 11: 259–272.
- Doganis, Rigas (2001), The Airline Business in the Twenty-FirstCentury, London. Routeledge.
- IATA Annual Report (2015), www.iata.com
- Porter, Michael. E (1996), What is strategy?, Harvard Business Review, Vol. 74, pp. 61-78.
- Porter, Michael. E (1980), CompetitiveStrategy, New York: The Free Press.
- Prahalad, C.K., and Hamel, Gary (1990), The Core Competence of Corporations, Harvard Business Review, May-June, Vol. 68 No.3. pp: 79- 91.
- Routledge, L., & Capello, R., (2006), A Review of the Airport-Low Cost Airline Relationship, Regional Economics, 5(4), 413-420.
- Teece, D. J., Pisano, G. and Shuen, A. (1997), Dynamic capabilities and strategic management, Strategic Management Journal, V.18(7), pp.509-533.
Uluslararası Hava Taşımacılığında Düşük Maliyetli Taşıyıcı İş Modelinin Geleceği Üzerine Bir Çalışma
Abstract
Uluslararası
hava taşımacılığında düşük maliyetli taşıyıcı iş modelinin diğer havayolu iş
modellerinden farklı olarak her geçen gün etkisini artırmaya devam ettiği
görülmektedir.
Bu
çalışmanın amacı, düşük maliyetli havayolu iş modelinin uluslararası gelişim
süreçlerini ve gelecekteki durumunu analiz etmektir. Bu çalışma ile düşük
maliyetli taşıyıcıların diğer taşıyıcı iş modelleri ve paydaşlarla olan etkileşimini
ortaya koyarak gelecekteki durumunun analiz edilmesi amaçlanmaktadır.
Çalışma
kapsamında; uluslararası hava taşımacılığında düşük maliyetli taşıyıcı kavramı,
gelişim süreci, diğer taşıyıcı iş modelleriyle olan etkileşimi, düşük maliyetli
taşıyıcı iş modelinin yayılmasının ekonomik etkileri, sürdürülebilirliği ve
gelecekteki öngörülebilir durumu değerlendirilmektedir.
References
- Airbus Global Market Forecast(2013), www.airbus.com
- Barney, J. B. (1991), Firm resources and sustained competitive advantage, Journal of Management, V.17(1), pp.99-120.
- Barrett, S., (1999), Peripheral market entry, product differentiation, supplierrentsand sustainabilityin the deregulated European aviation market – a case study, Journal of Air Transport Management 5(1), 21-30.
- Bieger, T., and Agosti, S. (2005), Business models in the airline sector -evolution and perspectives, S. Auerbach, H. Baum & W. Delfmann (Der.), Strategic management in the aviation industry. Köln: Kölner Wissenschaftsverlag.
- Boeing Current Market Outlook (2015),www.boeing.com
- Calder, Simon (2002), No Frills:the truth behind the low-cost Revolution in the skies. London: Virgin Books Ltd.
- Chesbrough, H. and Rosenbloom, R.S. (2002), The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s spin‐off companies, Industrial and Corporate Change, 11(3):529‐555.
- Connell, J.F. and Williams, G. (2005), Passengers’ perceptions of low cost airlines and full service carriers: A case study involving Ryanair, Aer Lingus, Air Asia and Malaysia Airlines, Journal of Air Transport Management, 11: 259–272.
- Doganis, Rigas (2001), The Airline Business in the Twenty-FirstCentury, London. Routeledge.
- IATA Annual Report (2015), www.iata.com
- Porter, Michael. E (1996), What is strategy?, Harvard Business Review, Vol. 74, pp. 61-78.
- Porter, Michael. E (1980), CompetitiveStrategy, New York: The Free Press.
- Prahalad, C.K., and Hamel, Gary (1990), The Core Competence of Corporations, Harvard Business Review, May-June, Vol. 68 No.3. pp: 79- 91.
- Routledge, L., & Capello, R., (2006), A Review of the Airport-Low Cost Airline Relationship, Regional Economics, 5(4), 413-420.
- Teece, D. J., Pisano, G. and Shuen, A. (1997), Dynamic capabilities and strategic management, Strategic Management Journal, V.18(7), pp.509-533.
Details
| Journal Section | Articles |
|---|---|
| Authors | |
| Publication Date | November 19, 2017 |
| Published in Issue | Year 2017 Volume: 6 Issue: 6 |
