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A New Business Model in The Airline Industry: Airline Within Airline Model And A Comparison Through the case of AnadolujeT

Year 2015, Volume: 10 Issue: 2, 177 - 204, 01.08.2015

Abstract

Airline within airline business model refer to building a low cost subsidiary by legacy, network and/or traditional airlines because of different purposes. In the literature, those airlines are named as airline within airline and this business model also named as airline within airlines model. Airline within airline business models and performance of this model are examined and discussed intensively. Researches about airline within airline business models in the literature emprically showed that airline within airlines are built as a response to low cost airlines’ threat. In this study AnadoluJet which is only example of airline within airline in Turkey is examined as a case study. Research results showed that Turkish Airlines built AnadoluJet because of the threat of Pegasus Airlines and AnadoluJet is a competitive weapon of Turkish Airlines against the competition of Pegasus Airlines

References

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  • Klophaus, R., Conrady, R., ve Fichert, F. (2012). Low cost carriers going hybrid: Evidence from Europe. Journal of Air Transport Management, 23, 54-58.
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  • Kumar, N. (2006). Strategies to fight low-cost rivals. Harvard Business Review,84(12), 104.
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  • Lawton, T. C. (2002). Cleared for take-off: structure and strategy in the low fare airline business. Ashgate Publishing Ltd..
  • Lawton, T. C., ve Solomko, S. (2005). When being the lowest cost is not enough: Building a successful low-fare airline business model in Asia. Journal of Air Transport Management, 11(6), 355-362.
  • Lehrer, M. (2001). Macro-varieties of capitalism and micro-varieties of strategic management in European airlines. Varieties of Capitalism-The Institutional Foundation of Comparative Advantage. New York: Oxford.
  • Lin, M. H. (2012). Airlines-within-airlines strategies and existence of low-cost carriers. Transportation Research Part E: Logistics and Transportation Review,48(3), 637-651.
  • Lohmann, G., ve Koo, T. T. (2012). The airline business model spectrum. Journal of Air Transport Management.
  • Magretta, J. (2002). Why Business Models Matter. Harvard Business Review 80(5): 86-92.
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Havayolu Sektöründe Yeni Bir İş Modeli: Bağlı Düşük Maliyetli Havayolu Aırlıne Wıthın Aırlıne Modeli ve Anadolujet Örneği Bağlamında Bir Karşılaştırma

Year 2015, Volume: 10 Issue: 2, 177 - 204, 01.08.2015

Abstract

Bağlı düşük maliyetli havayolu iş modeli, genellikle büyük ve geleneksel havayolu işletmelerinin çeşitli sebeplerle kendilerine bağlı bir düşük maliyetli havayolu kurmasını ifade etmektedir. Söz konusu bu mantıkla kurulan işletmeye, yabancı yazında bağlı düşük maliyetli havayolu airline within airline ; iş modeline ise bağlı düşük maliyetli havayolu iş modeli denilmektedir. Bağlı düşük maliyetli havayolu modeli uygulamaları ve bu modelin başarısı stratejik havayolu yönetimi yazınında yoğun şekilde incelenmiş ve tartışılmıştır. Yazında, modelin genellikle düşük maliyetli iş modelini izleyen edebilmek için kurulduğu ve büyük oranda başarısız olduğu bulgulanmış ve vurgulanmıştır. Bu çalışmada, ülkemizde faaliyet gösteren bağlı düşük maliyetli modeli izleyen AnadoluJet havayolu incelenmiştir. İnceleme sonucunda, Türk Hava Yolları’nın AnadoluJet’i Pegasus Havayolları’ndan gelen rekabete cevap vermek için kurduğu ve AnadoluJet’in Türk Hava Yolları’nın Pegasus Havayolları’na karşı yeni bir rekabet silahı olduğu söylenebilir

References

  • Adiller, L. (2010). Havayolu İşletme Modelleri, Kokpitten Bakış, Yıl: 3, Sayı:15., 37- 41.
  • Akgül, O. (2004). Niteliksel Araştırma ve Turizmde Uygulamaları, Seyahat ve Turizm Araştırmaları Dergisi, Cilt: 4, Sayı:2, 132-133.
  • Alamdari, F., ve Fagan, S. (2005). Impact of the adherence to the original low-cost model on the profitability of low-cost airlines. Transport Reviews, 25(3), 377-392.
  • Bamber, G. J., Gittell, J. H., Kochan, T. A., ve Von Nordenflycht, A. (2009). Contrasting management and employment-relations strategies in European airlines. Journal of industrial relations, 51(5), 635-652.
  • Bieger, T., ve Agosti, S. (2005). Business models in the airline sector – evolution and perspectives. In W. Delfmann, H. Baum, S. Auerbach ve S. Albers (Eds.), Strategic management in the aviation industry. Aldershot: Ashgate Publishing Group.
  • Bieger, T., Döring, T., ve Laesser, C. (2002). Transformation of business models in the airline industry - impact on toursim. Air Transport and Tourism, 52nd Congress, Brasil.
  • Button, K. (2012). Low-Cost Airlines. Transportation Journal, 51(2), 197-219.
  • Casadesus-Masanell, R., ve Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2), 195-215.
  • Casadesus-Masanell, R., ve Tarzijan, J. (2012). When one business model isn't enough. Harvard Business Review, 90(1), 132-136.
  • Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Publishing.
  • Chesbrough, H., ve Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies. Industrial and corporate change, 11(3), 529-555.
  • Daft, J., ve Albers, S. (2013). A conceptual framework for measuring airline business model convergence. Journal of Air Transport Management.
  • DaSilva, C. M., ve Trkman, P. (2013). Business Model: What it is and What it is Not. Long Range Planning.
  • Davis, T. (2007). Tiger Airways: A Business Model for Success In a Highly Competitive Market, China Civil Aviation Development Forum 2007,http://www.caac.gov.cn/D1/MHLT/07MHLT/07YJZY/200805/P020080521540411 971616.pdf
  • de Wit, J. G., ve Zuidberg, J. (2012). The growth limits of the low cost carrier model. Journal of Air Transport Management, 21, 17-23.
  • Dennis, N. (2007). End of the free lunch? The responses of traditional European airlines to the low-cost carrier threat. Journal of Air Transport Management,13(5), 311-321.
  • Deutsches Zentrum fur Luft- und Raumfahrt e.V. (DLR). 2008. Topical Report: Airline Business Models. http://ec.europa.eu/transport/modes/air/doc/abm_report_2008.pdf (24.05.2013).
  • Doganis, R. (2001). The airline business. Routledge, London.
  • Douglas, I. (2010). Long-haul market entry by value-based airlines: dual business models support product innovation. World Review of Intermodal Transportation Research, 3(3), 202-214.
  • Douglas, I. (2012). Dual Business Models as a defensive strategy, GARS Workshop, http://www.garsonline.de/Downloads/121113/DouglasGARS2012.pdf (24.05.2013).
  • Gillen, D., ve Gados, A. (2008). Airlines within airlines: Assessing the vulnerabilities of mixing business models. Research in Transportation Economics, 24(1), 25-35.
  • Gimeno, J. ve Fitzroy, S. (2013). Qantas' Jetstar: Launching and Growing a Low-Cost Airline Subsidiary. INSEAD Case Study.
  • Graf, L. (2005). Incompatibilities of the low-cost and network carrier business models within the same airline grouping. Journal of Air Transport Management,11(5), 313-327.
  • Graham, B., ve Vowles, T. M. (2006). Carriers within Carriers: A Strategic Response to Low cost Airline Competition. Transport Reviews, 26(1), 105-126.
  • Gross, S., Lück, M. ve Schröder, A. (2013). The Low Cost Carrier – A Worldwide Phenomenon?!. Lück, M., ve Gross, S. (Eds.). The Low Cost Carrier Worldwide. Ashgate Publishing, Ltd..
  • Hansson, T., Ringbeck, J., ve Franke, M. (2002). Flight for Survival–A New Operating Model for Airlines. Strategy + Business, Booz Allen Hamilton Inc.
  • Hedman, J., ve Kalling, T. (2003). The business model concept: Theoretical underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 49.
  • Heracleous, L., ve Wirtz, J. (2009). Strategy and organization at Singapore Airlines: Achieving sustainable advantage through dual strategy. Journal of Air Transport Management, 15(6), 274-279.
  • Heracleous, L., ve Wirtz, J. (2010). Singapore airlines’ balancing act. Harvard Business Review, 88(7/8), 145-149.
  • Homsombat, W., Lei, Z., ve Fu, X. (2014). Competitive effects of the airlines-withinairlines strategy–Pricing and route entry patterns. Transportation Research Part E: Logistics and Transportation Review, 63, 1-16.
  • http://www.airporthaber.com/havacilik-haberleri/anadolu-jet-gun-sayiyor246h.html (01.06.2013).
  • Hvass, K. (2012). A Boolean Approach to Airline Business Model Innovation. http://openarchive.cbs.dk/xmlui/bitstream/handle/10398/8403/Kristian_Hvass_ WP_2012.pdf?sequence=1 (27.05.2013).
  • Jarach, D., Zerbini, F., ve Miniero, G. (2009). When legacy carriers converge with low-cost carriers: Exploring the fusion of European airline business models through a case-based analysis. Journal of Air Transport Management, 15(6), 287-293.
  • Klophaus, R., Conrady, R., ve Fichert, F. (2012). Low cost carriers going hybrid: Evidence from Europe. Journal of Air Transport Management, 23, 54-58.
  • Ko, Y., ve Hwang, H. (2011). Management strategy of full-service carrier and its subsidiary low-cost carrier. The International Journal of Advanced Manufacturing Technology, 52(1-4), 391-405.
  • Kozlu, C. (2007). Bulutların Üstüne Tırmanırken: THY, Bir Dönüşüm Öyküsü. İstanbul: Remzi Kitabevi.
  • Kumar, N. (2006). Strategies to fight low-cost rivals. Harvard Business Review,84(12), 104.
  • Kuyucak, F. ve Sengur, Y. (2011). A Comparative Study of Airlines Operating in Turkish Domestic Market: Low-Cost Business Model Perspective, Journal of Business Review, Cambridge. Vol.19, No.1.
  • Kuyucak, F. ve Sengur, Y. (2012). A Comparative Study of Airlines Operating in Turkish Domestic Market: Low-Cost Business Model Perspective, Journal of Business Review, Cambridge. Vol.19, December, No.1.
  • Kuyucak Şengür, F. ve Şengür, Y. (2012). Havayolu İş Modelleri: Kavramsal Bir Analiz, 20. Ulusal Yönetim ve Organizasyon Kongresi, İzmir, 24-26 Mayıs 2012.
  • Lawton, T. C. (2002). Cleared for take-off: structure and strategy in the low fare airline business. Ashgate Publishing Ltd..
  • Lawton, T. C., ve Solomko, S. (2005). When being the lowest cost is not enough: Building a successful low-fare airline business model in Asia. Journal of Air Transport Management, 11(6), 355-362.
  • Lehrer, M. (2001). Macro-varieties of capitalism and micro-varieties of strategic management in European airlines. Varieties of Capitalism-The Institutional Foundation of Comparative Advantage. New York: Oxford.
  • Lin, M. H. (2012). Airlines-within-airlines strategies and existence of low-cost carriers. Transportation Research Part E: Logistics and Transportation Review,48(3), 637-651.
  • Lohmann, G., ve Koo, T. T. (2012). The airline business model spectrum. Journal of Air Transport Management.
  • Magretta, J. (2002). Why Business Models Matter. Harvard Business Review 80(5): 86-92.
  • Mansfield, G. M., ve Fourie, L. C. H. (2004). Strategy and business models-strange bedfellows? A case for convergence and its evolution into strategic architecture. South African Journal of Business Management, 1.
  • Morgan, M. (2011). Low Cost Subsidiary : Why in Europe and not in the U.S.?, G.A.R.S. Junior Researchers' Workshop 2011, http://www.garsonline.de/Downloads/110617/GARS_Junior_2011_Papers/Morga n_Low_Cost_Subsidiary.pdf (26.05.2013).
  • Morrell, P. (2005). Airlines within airlines: An analysis of US network airline responses to Low Cost Carriers. Journal of Air Transport Management, 11(5), 303- 312.
  • O'Connell, J. F. (2007). The strategic response of full service airlines to the low cost carrier threat and the perception of passengers to each type of carrier. Yayınlanmamış Doktora Tezi, Cranfield University.
  • Oktal, H., ve Küçükönal, H. (2007). Dünya’da Bölgesel Hava Taşımacılığı ve Türkiye’de Uygulanabilirliği. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 7(2).
  • Orhan, G., ve Gerede, E. (2013). A Study of the Strategic Responses of Turkish Airline Companies to the Deregulation in Turkey. Journal of Management Research, 5(4), 34-63.
  • Osterwalder, A. (2004). The Business Model Ontology A Proposition In A Design Science Approach. Yayınlanmamış Doktora Tezi, Lozan Üniversitesi.
  • Osterwalder, A., Pigneur, Y., ve Tucci, C. (2005). Clarifying business models: Origins, present, and the future of the concept. Communication of AIS.
  • Özsoy, G. (2010). Türk Havayolu İşletmelerinin 2003 İç Hat Serbestleşmesine Verdikleri Stratejik Tepkiler, Yayınlanmamış Yüksek Lisans Tezi, Anadolu Üniversitesi Sosyal Bilimleri Enstitüsü, Eskişehir.
  • Öztürk, K. (2011). ''Anadolu Jet, Pegasus'un önünü kesmek için kuruldu''. http://www.finansgundem.com/yazar/anadolu-jet_-pegasus-un-onunu-kesmekicin-kuruldu/262849. (03.06.2013).
  • Pearson, J. ve Merkert, R. (2012). Airlines-within-airlines – revisiting the business model based on recent developments, Air Transport Research Society ATRS World Conference 2012, Tainan , Taiwan, 30th June 2012.
  • Pearson, J., ve Merkert, R. (2013). Low-Cost Airlines-Within-Airlines: A Business Model Moving East. In Transportation Research Board 92nd Annual Meeting (No. 13-3580).
  • Pearson, J., ve Merkert, R. (2014). Airlines-within-airlines: A business model moving East. Journal of Air Transport Management, 38, 21-26.
  • Porter, M. E. (1980). Competitive advantage: Creating and sustaining superior performance. Free press.
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There are 82 citations in total.

Details

Primary Language Turkish
Journal Section Research Article
Authors

Deniz Taşçı This is me

Akansel Yalçınkaya This is me

Publication Date August 1, 2015
Published in Issue Year 2015 Volume: 10 Issue: 2

Cite

APA Taşçı, D., & Yalçınkaya, A. (2015). Havayolu Sektöründe Yeni Bir İş Modeli: Bağlı Düşük Maliyetli Havayolu Aırlıne Wıthın Aırlıne Modeli ve Anadolujet Örneği Bağlamında Bir Karşılaştırma. Eskişehir Osmangazi Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 10(2), 177-204.