Excellent aviation paper model essay

With the development of international civil aviation, China's civil aviation is also expanding steadily and upgrading rapidly, and airlines are playing an increasingly important role. The following is an excellent model essay on airlines that I compiled for you. Welcome to read the reference!

On the development model of low-cost airlines in China.

Taking China Southwest Airlines and Spring Airlines as examples, this paper explains the successful experience of low-cost airlines by analyzing their competitive strategy, cost structure and decision-making factors, and points out the development path of opening up the low-cost aviation market with China characteristics and enhancing the overall competitiveness of domestic civil aviation industry.

Keywords: low-cost airlines; Difference; Cost structure; business decision

Over the past 30 years of reform and opening up, with the sustained and rapid development of China's economy, China's civil aviation industry has maintained a double-digit average growth rate, which is a miracle in the history of world civil aviation development. With the change of national macro-policy environment, the adjustment of industrial structure of civil aviation industry and the rapid development of regional economy, a number of private airlines, such as Spring Airlines, Jixiang Airlines, Xiang Peng Airlines and Ukrainian Airlines, came into being.

At present, there are more than 170 low-cost airlines in the world, accounting for 28% of the global aviation market, and the proportions in North America and Europe are as high as 30% and 40% respectively [1]. As a model of low-cost aviation development in China, the development model of Spring Airlines has always attracted the attention of the industry. Spring Airlines reported a net profit of 620 million yuan in 20 15, a year-on-year increase of 128.99%[2]. The author will make a preliminary discussion on the development mode of low-cost aviation in China based on the general situation of low-cost aviation development at home and abroad.

First, the development of foreign low-cost airlines.

Low-cost airline is a new type of airline, which originated from the relaxation of air traffic control in the United States in the 1970s. This kind of airline adopts the business development mode with cost reduction as the core, attracts passengers with low fares, and its target market positioning is to provide cheap, fast and safe air transport services for the general public, so this kind of airline is also called low-cost airline.

The main development process of foreign low-cost airlines can be summarized as follows: it originated in the United States in the 1970s, was accepted by Europe in the 1980s and 1990s, prevailed in Asia and Oceania at the beginning of the 2nd century, and then blossomed everywhere.

Southwest Airlines, founded in 197 1, is called low-cost airline by the industry. Sponsor? , the company insists? Happiness and family? Service concept and strategy, advocacy? Employee interests first? Thanks to the efficient work of employees, lower labor costs compared with the industry and the service mode of creating a relaxed and pleasant environment for passengers during the flight, Southwest Airlines has achieved profitability for 36 consecutive years and has become the benchmark for the management of civil aviation enterprises in the world. After Southwest Airlines, a number of low-cost airlines emerged in continental Europe, including Ryanair, EasyJet and AirBerlin. Ryanair, founded in 1985 and headquartered in Ireland, is the largest low-cost airline in Europe, with 209 low-cost routes, and has gradually developed into the most profitable airline in the world.

Convenience Airlines is the second largest low-cost airline in Europe after Ryanair. More than 90% of the tickets of Convenience Airlines are sold through the Internet and call centers, serving passengers on the European intercity 153 route. Air berlin is the third largest low-cost airline in Europe, attracting business travelers and tourists with its dense route network and cost-effective service.

At the beginning of the 20th century, a large number of low-cost airlines emerged in Asia and Oceania, including AirAsia, Tiger Airways, Cebu Pacific, Jetstar Australia and VirginBlue. Headquartered in Malaysia, AirAsia was founded in 200 1, and established its own brand in Southeast Asia through low air ticket price, excellent service and high standard of safe flight guarantee. The route network has covered all ASEAN countries, with 122 destinations such as China, Indian and Bangladeshi, and opened many routes including Hongkong, Macau, Shenzhen, Guangzhou, Haikou, Guilin and Hangzhou in the south of China. Best low-cost airline in the world? Awards.

Founded in 2004, Jetstar Airlines is a low-cost airline under Qantas, headquartered in Melbourne, Australia. The company established Jetstar Asia Airlines in Singapore and Jetstar Pacific Airlines in Vietnam through strategic investment, mainly targeting the Asia-Pacific, Australia and New Zealand markets [3].

Second, the difference between low-cost airlines and traditional airlines

Traditional airlines provide customers with various services with greater freedom of choice, such as VIP access, professional catering, air leisure activities and mobile communication? Luxury? Services, generally have their own ticket agency, sales point, company website and call center. Low-cost airlines are characterized by a low-cost strategy, adopting a simple business model to control operating costs and not providing luxury services. Their development is influenced by market demand, information technology, air traffic control, anti-monopoly system and many other factors, so the development model of low-cost airlines in different countries is not the same.

Looking at the development modes of low-cost airlines in various countries, we can find that there are great differences between low-cost airlines and traditional airlines in route development, airport selection, ticketing methods, aircraft selection and supporting services. Without exception, low-cost airlines choose low-cost strategies to reduce fares to a lower level, while still maintaining a certain level of profitability.

The following table reveals the differences between low-cost airlines and traditional airlines.

Low-cost airlines traditional airlines

Routing network structure point-to-point or discrete structure center radiation structure

Use the second-class airport or regional airport hub airport.

Sales model telephone and online booking agent, sales department, network and telephone

Model selection: single model and multiple models.

Class of shipping space, single cabin, two cabins or three cabins.

Supporting services, non-luxury services or fee-based services, and all-round services

Market positioning mass consumer groups, high-end consumer groups and mass consumer groups.

Third, the successful model of foreign low-cost aviation development

Low-cost airlines usually adopt non-traditional ways to implement the enterprise operation mode with core competitiveness, minimize the avoidable operating costs and management expenses, control the lower cost structure to gain certain advantages in the fare competition, and constantly stimulate the potential market demand through the sales strategy of ultra-low fares. Usually, the cost structure of airlines is divided into three parts: system cost, flight cost and ground service cost.

The successful operating modes of foreign low-cost airlines are: Southwest Airlines (SWA) and JetBlue Airlines; Ryanair and EasyJet in Europe; AirAsia, etc. Taking Southwest Airlines as an example, the author studies the successful operation mode of foreign low-cost airlines.

Southwest Airlines has built a harmonious strategic development system by implementing effective cost control and active price competition strategy, which can be summarized as follows:

1. Select a single B737 model for all models.

Choosing a single model is conducive to the implementation of batch procurement, reducing the original cost of aircraft to reduce the depreciation cost of aircraft; Adopting a single model reduces the training cost of pilots and maintenance personnel and improves the quality of pilots and aircraft maintenance; Single model is beneficial to reduce the storage cost of aircraft parts.

2. Improve the utilization rate of aircraft.

Do not set up business class, improve cabin layout and improve aircraft space utilization; Implement lean management, increase flight density and improve daily utilization rate of aircraft.

3. Short-distance domestic routes from flying point to point

Due to the limitation of cruising altitude, speed and structure, B737 is not suitable for long-distance routes, but it has superior performance, low fuel consumption and good economy on short-distance routes.

4. Use the secondary airport

Choose a smaller or less busy airport far from the city. Secondary airports are usually cheaper, and the layout of inbound and outbound passenger terminals is simple.

5. Keep the man-machine ratio simple.

By controlling the fleet size and model, the comprehensive quality of employees can be improved, the management process can be standardized, and the man-machine ratio can be kept streamlined.

6. Limited food supply

Basically, catering service is not provided, which reduces the operating cost on the one hand, and the cleaning time caused by aircraft cleaning on the other hand, which is conducive to the rapid passage and reliable departure rate of aircraft.

7. Adopt direct selling mode

Telephone and website booking, credit card payment, no free door-to-door ticket delivery service, no ticket sales through travel agencies and agencies, reducing intermediate costs.

Fourth, the development path of Spring Airlines

Spring Airlines Co., Ltd. was established by Spring Travel Agency with a registered capital of 654.38 billion yuan. Set sail in July, 2005, it is the first low-cost airline wholly owned by private capital in China, operating air passenger and cargo transportation business and aviation-related business originating from China (including Hong Kong and Macao), Shanghai or other designated areas to neighboring countries. In the first half of 20 15, the average fare of Spring Airlines was 0.36 yuan/passenger kilometer, and the attendance rate was 93%, making it the airline with the highest passenger load factor in domestic civil aviation, and continuously achieving impressive profits in 10.

China is a rapidly developing country, which is different from Europe, America and other Asian countries in terms of policies and regulations, economic situation, business environment, social factors and scientific and technological level. Therefore, it is doomed to fail to completely copy the business model of foreign low-cost airlines. Spring Airlines absorbs the successful experience of foreign low-cost airlines, innovates services and products, and gives full play to its own advantages, thus opening up a low-cost development path with China characteristics.

Similarity between Spring Airlines and foreign low-cost airlines;

1. In order to save operating costs, a single A320 model is adopted.

2. The utilization rate of aircraft is improved, and the daily flight time of each aircraft reaches about 1 1 hour;

3. Short-distance domestic routes to point-to-point to maximize the performance advantages and fuel consumption advantages of the aircraft;

4. Adopt online direct selling mode to save sales cost;

5. Control and simplify the man-machine ratio, which will be about 60:1in spring and autumn aviation;

6. The food supply on board is limited, which reduces the operating cost and is conducive to rapid transit;

7. Use second-tier airports to reduce flight and ground costs.

Due to the different development environment, Spring Airlines has implemented a series of low-cost development strategies with its own characteristics:

1. Free baggage weight

The highest free baggage allowance of Spring Airlines is 15 kg, while the lowest free baggage allowance of other domestic airlines is 20 kg, so reducing the load of the aircraft in turn reduces the fuel consumption of the aircraft;

2. On-board merchandise sales

Only 1 bottle of 300 ml mineral water is provided free of charge to each passenger on the plane. Free meals are not provided, but paid food and drinks are provided. Some specialties, airplane models, scarves, etc. Sell it on the plane to increase the company's income.

3. Air ticket sales

Spring Airlines does not enter the China civil aviation ticketing system, but can book tickets at Spring Travel Agency outlets or Spring Airlines official website.

4. Engine room reconstruction

The plane has no first class and business class, only 180 economy class seats, and a large number of single-class seats increase passenger flow;

5. Delayed processing

Whether the flight delay is due to the weather or the airline itself, Spring Airlines does not provide free meals to passengers.

Verb (abbreviation of verb) Bottleneck and prospect of low-cost aviation development in China.

In recent years, the state has relaxed the market access of public air transport enterprises invested by private investors, and the door of civil aviation industry has gradually opened to private capital. However, due to the oligopoly competition pattern of China private aviation, the living environment of private aviation is still worrying:

1. Strict market access and policy barriers

The development bottleneck encountered by private aviation has to be thought-provoking. On the one hand, the provisions on domestic investment in the civil aviation industry (for trial implementation), the non-public economy 36? And "Guiding Opinions of Civil Aviation Administration on Promoting the Development of Low-cost Aviation" issued at the beginning of 20 14, all encourage private capital to invest in the civil aviation industry, but supporting measures such as route approval, air traffic control and jet fuel have not kept up. On the other hand, low-cost airlines are subject to many restrictions in the introduction of aircraft and the flow of pilots.

2. Serious oligopoly pattern

Air China, China Southern Airlines and China Eastern Airlines occupy most of the domestic market share. In order to maintain the monopoly pattern and win high monopoly profits, the three major airlines do not hesitate to stifle emerging low-cost aviation enterprises. According to their wishes, the three major airlines pushed the civil aviation authorities and state administrative organs to issue trading rules on pilot mobility and ticket prices, thus achieving an oligopoly.

3. Lack of expansion funds

As the main body of low-cost aviation investment, private capital has limited funds and poor financing channels, which leads to the shortage of low-cost aviation development funds and slow fleet expansion, and it is difficult to form economies of scale in a short time and occupy a place in market competition.

In order to completely break the dreary situation that state-owned airlines dominate the civil aviation market and really help low-cost airlines break through the bottleneck of development, the author believes that the management authorities and airlines themselves should make a difference in the following aspects:

1. Government departments, especially civil aviation departments, should formulate laws and policies to develop low-cost aviation as soon as possible, effectively introduce a series of supporting measures to encourage and support the development of low-cost aviation, and conditionally and step by step open to low-cost airlines in terms of independent introduction of aircraft, rational flow of pilots, air traffic control and route selection. And reduce the tariffs on purchasing machines and air materials, so that low-cost airlines can give play to their cost control advantages.

2. Gradually open the second-and third-class airports near big cities, learn from the convenient conditions provided by civil aviation authorities such as Singapore and Kuala Lumpur for the development of low-cost aviation, and establish low-cost terminals near big airports or build new low-cost terminals at military-civilian airports.

3. Establish an investment and financing model suitable for China's national conditions, handle the competition and cooperation between low-cost airlines and state-owned airlines, establish a perfect market economic system in the civil aviation industry, give play to the basic role of the market in resource allocation, and make use of the leading position and holding advantage of the state-owned economy in the civil aviation industry to ensure the healthy development of low-cost airlines in the right direction.

4. Low-cost airlines strengthen internal construction and build a? Family business? Atmosphere and culture, cultivate employees' sense of belonging and identity to the enterprise, mobilize employees' enthusiasm and creativity, and improve the quality and work efficiency of aviation service products.

5. dig deep? Differentiation? Service mode: Develop differentiated strategies in market development, on-board service, air ticket sales, etc., use national policy subsidies to open up regional airlines in remote areas, develop an on-board service mode that is conducive to increasing the company's income, and make full use of modern high technology to reduce air ticket sales expenses.

6. Industry authorities should summarize and evaluate the implementation effect of the flight schedule reform plan of Guangzhou Baiyun Airport and Shanghai Pudong Airport as soon as possible, establish a long-term reform mechanism for flight schedule allocation, and further promote the reform of domestic flight schedule allocation model.

Low-cost airlines are a new thing in the domestic aviation industry. Although its development faces many unfavorable factors, it has caught the train of rapid development of domestic civil aviation industry, and the regulatory conditions required for the development of low-cost airlines have gradually relaxed. In addition, there is huge market expansion space in China, and the development prospect of low-cost airlines in China will be very broad.

References:

[1] Zhao Wei. Dual-core strategic model of low-cost airlines [J] Air transport business, 20 14 (7): 26-32.

[2] Summary of 20 15 semi-annual report of Spring Airlines Co., Ltd., P 1-2.

[3] Peng Jun Wen Jun. Thinking from foreign low-cost airlines [J] Reform and management, 2010 (7):173-177.

[4] Li Li Enlightenment of the successful mode of international low-cost airlines to China [J]. Air transport business, 20 10 (15): 44-48.

Excellent model essay on airline 2 Evaluation and analysis of the competitive advantage of China Airlines.

On the basis of defining the connotation of airline competitive advantage, this paper constructs an evaluation index system of airline competitive advantage, evaluates and analyzes the competitive advantages of domestic and foreign airlines by using the principal component analysis method in advanced statistics, and puts forward some reasonable suggestions according to the importance of each dimension of airline competitive advantage. The results show that the core focus of improving the competitive advantage of airlines is to improve service quality and customer satisfaction, improve the level of marketing management and operation management, enhance the ability of capital utilization and improve the level of asset profitability.

Keywords: airlines; Competitive advantage; Principal component analysis; evaluating indicator

I. Introduction

? Twelfth Five-Year Plan? During the period, at? Civil aviation power? With the strategic support, China's air transport industry has entered a golden period of development. In 20 1 1-20 14, the passenger volume of China's civil aviation increased from 290 million to 390 million, with the compound annual growth rate exceeding 10%. At present, the total turnover of China's civil aviation ranks second in the world, second only to the United States. However, compared with the aviation giants in developed countries in Europe and America, China's airlines are not competitive in the market, the normal flight rate is not high, the customer satisfaction is low, and the international air transport market share is generally low. In recent years, the process of global integration has been deepening, and the impact of the development of high-speed rail and the opening of air rights on the aviation market has intensified. In the increasingly fierce market competition environment, China Airlines is faced with the key issues of improving management and enhancing its competitive advantage.

Second, literature review

(A) the definition of airline competitive advantage

About the concept of enterprise competitive advantage, Michael? Porter (1985) pointed out that there are two basic forms of competitive advantage, namely, cost leadership and differentiation; David? According to Davbesanko (1999), when a company's performance exceeds the average level of the industry, it is said that it has gained a competitive advantage; Jon L. Pierce (1998) pointed out that competitive advantage refers to the ability, resources, relationships and decisions that enable a company to seize opportunities and overcome difficulties in the industry, so as to obtain excess profits for a long time. However, as far as the connotation of airline competitive advantage is concerned, there is no exact definition of it in academic circles at present.

This paper holds that airlines, as a special enterprise of aircraft operation, have both the generality of enterprises and the characteristics of special service industries. For example, airlines have the basic characteristics of general service enterprises. It needs to operate according to law, pay taxes according to regulations, be responsible for its own profits and losses, actively participate in market competition, constantly improve management, strengthen product innovation and optimize flight services, so as to win the market and gain profits. At the same time, the difference between airlines and general service enterprises is mainly reflected in their unique economic characteristics (scale economy+scope economy+network economy) and unique product characteristics such as safety, integrity and diversity.

Are you online? Competitive advantage? And then what? Excellent performance? On the premise of mutual necessary and sufficient conditions, refer to? What is the definition method of genus+species difference? Measurable? The purpose of this paper is to think that the competitive advantage of airlines can be defined as: the superior conditions and position that airlines have relative to competitors in a certain competitive market, and the result is that they can obtain persistence higher than the average profit level of the industry or higher than the profit level of competitors.

(B) A summary of the research on the competitive advantage of China Airlines.

Ruan Hexing and Song (2005) put forward that the competitive advantage of China Airlines can be built by adopting differentiated competitive strategy, and put forward specific strategies for implementing target market, image, product differentiation strategy and participating in competition. Wu Tongshui and Chu Yanchang (2006) analyzed and studied the marketing cost of airlines, and proposed to control the company's marketing cost by means of code sharing, e-ticket, brand strategy and frequent flyer plan, so as to gain competitive advantage. Cao Meiyun (20 10) analyzed the competitive advantage of airlines based on customer value in the era of high-speed rail, and made an empirical study on Shanghai Spring Airlines. However, the existing research on China Airlines' competitive advantage mainly focuses on a certain aspect of China Airlines' competitive advantage, and lacks systematic and quantitative evaluation and analysis on China Airlines' competitive advantage.

Third, the evaluation method

Principal component analysis (PCA) is a multivariate statistical analysis method, which uses the idea of dimensionality reduction to select several unimportant variables through linear transformation. An important feature of principal component analysis is to reduce the dimension of data set while maintaining the maximum contribution rate of data set to variance. The formation of competitive advantage of airlines is a complicated process, and the environment, strategy, resources, capabilities and internal operations of airlines are interrelated and interactive. However, different factors have different effects on the competitive advantage of airlines. What are the key factors that affect the competitive advantage of airlines? Using principal component analysis, we can turn multiple variables into several principal components by dimensionality reduction technology, and then find the key factors that affect the competitive advantage of China Airlines, and then guide the practice of China Airlines' competitive advantage.

Four. Variable selection and data source

(A) Evaluation system

As a continuous market performance, the evaluation of airline competitive advantage should at least include structural indicators (enterprise scale, business scale), profitability indicators (profitability), development indicators (growth ability) and other basic dimensional indicators. At the same time, airlines are typical capital-intensive and technology-intensive service industries, and their financing ability is an important guarantee for obtaining scale advantage and competitive advantage, and the advantage evaluation should include debt ability indicators. In addition, as a typical modern service industry, it is necessary to quantitatively measure and pay attention to its service capacity. On the basis of comprehensive analysis, a comprehensive evaluation index system including 7 first-class indexes and 23 second-class indexes is constructed.

Specifically, the enterprise size dimension includes five indicators: available passenger kilometers, total assets, total revenue, number of employees, and fleet size; The dimension of operational efficiency includes five indicators: passenger load factor, average load factor, man-machine ratio, daily utilization rate of aircraft and total assets turnover times. The dimension of business scale includes three indicators: cargo and mail volume, passenger volume and per capita passenger volume; The service capability dimension includes two indicators: SKYTRAX service level and flight punctuality rate. The dimension of profit level includes five indicators: per capita income, per capita profit, total asset profit rate, return on net assets and cost profit rate, while the debt capacity includes two indicators: current ratio and asset-liability ratio. In addition, the dimension of growth ability is measured by the compound growth rate index of main income in recent three years.

(2) Source of data

In order to facilitate the evaluation and obtain relevant index data, this paper selects five domestic and foreign listed airlines as evaluation samples. They are Air China, China Eastern Airlines, China Southern Airlines, Cathay Pacific and Lufthansa Group. The sample data comes from the 20 13 annual report published by listed airlines and the 20 13 annual operation data published by the National Civil Aviation Administration in, and some data are compiled by the author. Data analysis mainly uses SPSS 17.0 software.

An analysis of the evaluation results of verbs (abbreviation of verb)

(A) the results of principal component analysis

The establishment of principal components generally depends on the cumulative contribution rate of each principal component. In general, the cumulative contribution rate of principal components should reach more than 85%. Analysis of variance shows that extracting three principal components can meet the requirements of covering all the information of the original variables, so three new variables are used to replace the original 23 variables. Combined with the practical significance of the index, F 1 can be named? Internal operations and services? Common factor, F2 naming? How big is the airline? Common factor, F3 naming? Net assets income level? Factors. Because the common factor F 1 contributes as much as 49.3% to the variance of all the original indicators, it should be given priority when improving the comprehensive competitive advantage of airlines. Secondly, the common factor F2 contributes as much as 36.6% to the variance of all the original indicators, so this common factor is an important consideration for airlines to gain competitive advantage.

? (II) Scores of major components of each company

Divide the data in the principal component load matrix by the eigenvalue corresponding to the principal component and open the square root to get the coefficient corresponding to each index in the three principal components. Multiplying the obtained feature vectors with the standardized data, each principal component expression can be obtained: F 1, F2, F3.

f 1 =-0. 15zx 1.03 zx2+0.0 1zx 3-0.23 zx4-0.26 zx 5+0. 17zx 6-0.26 zx7-0.02 zx8+0.27 zx 9+0. 12zx / kloc-0/0+0.29925zx 12+0.0 13+0.28 zx 14-0. 15+0.2 16+0. 19 zx 17+0.29 zx 18-0.09 zx 6

The F2 and F3 expressions can be obtained in the same way with reference to the above table. In addition, the ratio of the eigenvalue corresponding to each principal component to the sum of the total eigenvalues of the extracted principal components is used as a weight to calculate the comprehensive score of the principal components.

(3) Analysis of evaluation results

1. Comprehensive competitive advantage analysis. Cathay Pacific and Air China ranked first in the overall score and ranked first in the entire airline field. At the same time, there are great differences between domestic airlines, among which Air China performs better and China Eastern Airlines performs worse, and there is a certain gap between domestic airlines and Cathay Pacific Airways in Hong Kong.

2. Principal component analysis of f1. Judging from the score of F 1, Cathay Pacific ranked first, followed by Air China, China Southern Airlines and Lufthansa, and Eastern Airlines ranked lower. Because first principal component has the greatest influence, China Airlines especially needs to analyze and manage the factors with high load in first principal component to enhance its competitive advantage.

3. Other principal component analysis. China International Airlines and Lufthansa ranked first in F2 principal component score, while China Eastern Airlines and Cathay Pacific Airlines ranked second. This principal component reflects that the cultivation and acquisition of aviation competitive advantage also need to pay attention to the expansion of asset income scale and capacity scale in order to gain greater market share. The F3 principal component shows that airlines with weak scale advantage can also resist the competitive pressure brought by market leaders by improving the level of return on equity.

The conclusion and enlightenment of intransitive verbs

The importance of each dimension of airline competitive advantage is different, and the importance of influencing factors at all levels is also different, some need to focus on, and some only need general attention. To enhance the competitive advantage of airlines, it is necessary to grasp the main influencing factors and implement targeted improvements. According to the above analysis, there are three aspects that need to be focused on: improving service ability, improving service quality and customer satisfaction; Improve the level of marketing management and operation management, and improve the passenger load factor, average passenger load factor and daily utilization rate of aircraft; Enhance the overall ability to use funds and improve the profitability of assets. There are two aspects that need general attention: first, the expansion of carrying capacity and asset scale by using reasonable capital structure; The second is to reduce operating costs and expenses and establish a competitive price advantage.

References:

[1] Michael? Porter. Competitive advantage [M]. Beijing: Huaxia Publishing House, 2005.

[2] Ruan Hexing, Song. Constructing the Competitive Advantage of China Airlines with Differentiated Competitive Strategy [J]. Jiangsu Business Theory, 2005 (03): 7 1-73.

[3] Nan Yi, Huo Guoqing. Research on the Core Competitiveness of China Airlines [J]. Management Modernization, 2007 (6): 2 1-23.

[4] Wu Tongshui, Chu Yanchang. Analysis of airline marketing cost [J]. Industrial Technology and Economy, 2006(07).

[5] Cao Meiyun. Research on the competitive advantage of airlines based on customer value in the era of high-speed rail [D]. Donghua University, 20 1 1.

[6] Shuai Jiasheng. How do airlines gain competitive advantage through service marketing? University of international business and economics, 200 1.

& gt& gt& gt More exciting next page? Excellent model essay about airlines?