인천국제공항(IIAC) 경영전략(영문)
- 등록일 / 수정일
- 페이지 / 형식
- 자료평가
- 구매가격
- 2011.03.23 / 2019.12.24
- 19페이지 / docx (MS워드 2007이상)
- 평가한 분이 없습니다. (구매금액의 3%지급)
- 2,100원
최대 20페이지까지 미리보기 서비스를 제공합니다.
자료평가하면 구매금액의 3%지급!
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
추천 연관자료
- 목차
-
[Table of Contents]
1. Introduction
2. About Incheon International Airport Company (IIAC)
A. History
B. IIAC’s Expansion Plans
3. External Analysis
A. Competitors
B. Industry
4. Internal Analysis
A. Cargo
B. Passengers
C. Additional Airport Facilities
D. Potentials as a Hub Airport
5. Proposed Strategies
A. Growth Strategies (Hub Airport)
i. Targeting Low-Cost Carriers
ii. Surrounding Area Development
B. Diversification Strategy
i. Airport Consulting
6. Conclusion
- 본문내용
-
5. Recommendation
The first step IIAC should take to become a true global leader in all aspects is to dominate the top position in Asia. Incheon is outperforming major competitors in terms of cargo capacity and facilities and we believe that IIAC’s future expansion plans will be suitable to keep the airport as the leader in the freight handling business. However, IIAC has yet to take over the leading position in the passenger business. Threats of competition, such as Changi, and the need to identify additional demands from the international market remain as strategic problems that IIAC must deal with. Also, IIAC could benefit from extending its business to find other sources of revenue, in preparation for unexpected circumstances or changes in environment, such as economic slowdown. In regards to these problems, we have come up with two main strategies – growth and diversification.
A. Growth Strategies (Hub Airport)
For the discussion of our case, we confine the meaning of hub airports to the ‘hourglass hub airport’ – an airport which links two locations directly – because Incheon airport is located in a strategic spot that conveniently connects East Asian nations with the rest of the world. We believe that IIAC will be able to increase the number of operating airline companies and the market share in current airport market by adopting the following hub strategies.
The most important requirement to becoming a successful hub airport is creating enough demand – number of airline companies and international flights, size of cargo and passenger transshipments. Convenient amenities and services for stop-by passengers are also crucial requirements of hub airport. Through providing a high-quality environment, the airport could attract passengers waiting for other flights at the airport. Location is another important factor for becoming a successful hub airport. The airport should be located where non-stop flights are available and is in close vicinity to other countries nearby. Also, holding major airline companies as its hub customers is crucial in that those passengers would naturally choose to pass by the airport.
Both airports and passenger customers benefit from this hub system. Although completely avoiding wait-time is not possible, the time will definitely be shortened because passengers can choose among a larger number of destinations with this system. Airline companies will be able to operate planes at full or close-to-full capacity and thus increase the efficiency of flights. The hub airport can increase revenue through the increased passenger turnover, because they are potential customers of airport’s various amenities and services.
The major issue for IIAC at this point would be to generate demand from transferring passengers. The yearly number of transferring passengers of IIAC reached 5 million recently and the rate of transfer had sharp increase with 11.3% averagely every year and is expected to rise to the level of 18%. However, it is well below the rates of competitors, such as Hong Kong (33.8%) and Changi (30%). As a solution to this problem, we suggest that IIAC start targeting the Low Cost Carriers market.
i. Targeting Low Cost Carriers
Low Cost Carrier (LCC)
Low Cost Carriers, which adopts a business model opposite to the traditional Full Service Airlines (FSA), are airlines that provide flights at low prices targeted toward the price-sensitive customers. Although FSAs have dominated the airline industry for long time, these days are many of them are recording decreasing profits. LCCs on the other hand are expanding their size and influences in the industry, with increasing customer base. For example, “Air Asia” in Malaysia saw an increase in the number of passengers by 9% on average in a year, and 33% of the total flight passengers in Kuala Lumpur are current customers of the airline. They can maximize profit by attracting new demands and also moving into existing markets for FSAs. Currently, there are more than 120 LCCs operating in the world and the number is expected to grow steadily in the near future. European LCCs have been growing at 6% annually since 2002 and the market share reached 35% in 2008. The situation in U.S is better – maintaining 26% growth rate since 2002. The demand for LCCs is also high in Asia. The demand has increased by 9% annually and now takes up more than 33% of the market share since 2008.
- 참고문헌
-
1. 이재환(2006), "인천국제공항의 경쟁력 향상 방안에 관한 연구 – 여객터미널 이용자 및 서비스 제공자 간의 서비스 품질 측정을 중심으로", 인천대학교 동북아물류대학원 석사학위 논문
2. http://www.airasia.com
3. Anming Zhang (2009), "중국의 허브공항-성장과 개발", 21세기 허브공항 전략 및 사례, p.61
4. Anming Zhang (2009), "Low-cost carriers in Asia: Deregulation, regional liberalization and secondary airports", in Sauder School of Business, UBC.
5. Anne Graham (2004), "Airport strategies to gain competitive advantage", GARS: Slots, Airport competition
6. Anthony T.H. Chin(2005), "싱가포르 창이공항의 허브공항으로서 도전과 개발 전략"
7. Centre for Asia Pacific Aviation, "Low Cost Airport Terminals Report 2008"
8. M.R. Pitt and A.W. Brown(2001), "Developing a strategic direction for airports to enable the provision of services to both network and low-fare carriers", Facilities, Vol 19, No 1/2, 52-60.
9. http://www.ryanair.com
10. Sean D. Barett (2004), "Airport competition in the deregulated
11. Sean D. Barett (2004), "How do the demands for airport services differ between full-service carriers and low-cost carriers?", Journal of Air Transport Management Vol 10, 33-39.
12. http://www.airlinequality.com
13. Yonghwa Park (2003), "An analysis for the competitive strength of Asian major airports", Journal of Air Transport
14. http://www.centreforaviation.com/news/2009/05/19/incheon-airport-cargo-flat-lines-passengers-recovering-but-korean-air-and-asiana-to-raise-fares/page1
15. http://www.airport-technology.com/features/feature91770/
16. http://www.naa.jp/en/
17. http://news.naver.com/main/read.nhn?mode=LSD&mid=sec&sid1=100&oid=003&aid=0003453622
18. http://blog.naver.com/beaniebeads?Redirect=Log&logNo=70019089533
19. http://www.taxfreetravel.com/Seoul%20Incheon%20International%20Airport%20
20. http://www.koreaherald.com/business/Detail.jsp?newsMLId=20100801000268
21. http://www.visitkorea.or.kr/enu/SI/SI_EN_3_6.jsp?cid=258029
자료평가
-
아직 평가한 내용이 없습니다.
오늘 본 자료
더보기
최근 판매 자료
- 인터파크 투어 마케팅전략
- (위더스 경영정보시스템 A 레포트) 4주~5주 강의를 통해 확률변수와 겹합확률분포, 확률분포 대해 학습했습니다. 이산확률분포와 연속확률분포를 정의한 후, 두 확률분포의 차이점을 사례를 들어 설명하시오.
- 연예인 인사관리의 실태와 개선방향
- [외식산업론] 영국, 이탈리아, 인도, 캐나다, 터키, 프랑스, 호주 지역 식문화
- 인앤아웃버거 마케팅전략분석과 인앤아웃 브랜드분석및 인앤아웃 서비스차별화위한 전략분석및 인앤아웃 한국시장진출사례분석
- [서비스마케팅] 인앤아웃(In-N-Out Burger) 서비스 마케팅 및 한국진출
- [벤쳐창업경영론] 애견포탈서비스업 사업계획서 요약본
- [기업윤리] 기업사례를 통한 환경 윤리(풀무원과 CJ 제일제당, 홈플러스 사례)
- [경영] [파타고니아] 유기농 면제품의 블루오션개척과 기업의 핵심역량으로서의 친환경 경영철학
- 기업의 사회적 책임
저작권 관련 사항 정보 및 게시물 내용의 진실성에 대하여 레포트샵은 보증하지 아니하며, 해당 정보 및 게시물의 저작권과 기타 법적 책임은 자료 등록자에게 있습니다. 위 정보 및 게시물 내용의 불법적 이용, 무단 전재·배포는 금지됩니다. 저작권침해, 명예훼손 등 분쟁요소 발견시 고객센터에 신고해 주시기 바랍니다.