Essay代写：The development of British aviation－r51due

下面为大家整理一篇优秀的essay代写范文- The development of British aviation，供大家参考学习，这篇论文讨论了英国航空业发展现状。在过去的十年里，英国的航空业已经发生了翻天覆地的变化。其中最大的变化是低成本航空行业的出现，目前它几乎主导着航空短途市场。当然，越来越多的低成本航空公司，虽然市场竞争是越来越激烈，但消费者也有了更多的选择。

During the last ten years the airline industry in the UK has changed out of all recognition. This means that the biggest change has been the emergence of the low-cost airline sector, which now dominates the short-haul market. However there has also been considerable consolidation within the traditional full-service scheduled sector, with British Airways, bmi and Virgin Atlantic emerging as the three key carriers.

Many of the other British scheduled airlines that were in operation over the last decade have either stopped trading or have merged under the national airline, British Airways: these include GB Airways, British Regional Airlines, Manx, and CityFlyer Express.

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It is predicted that by 2010 the low-cost sector will have seen the largest growth in terms of both capacity and passengers carried, although it will also have to face challenges in terms of increasing competition on selected routes from European low-cost carriers. With the accession of eastern European countries into the European Union this market potentially represents the fastest growing travel destinations in Europe (Mintel, 2005). The big players in the low-cost airline industry are EasyJet, Ryanair, bmibaby, flybe, Monarch and Zoom airlines. However according to Mintel (2007), Ryanair is the market leader and carried 42 million passengers in 2006, followed by EasyJet with 34 million passengers.

As a result the increasing member of low-cost carriers, the market has become more competitive and consumers now have more choice. In response, scheduled airlines have tried to compete by offering their own low-cost models with varying degrees of success. In addition, business travellers who have traditionally expected fully serviced air travel regardless of the length of journey have now begun to choose low cost carriers over the traditional scheduled airlines due to reduced profitability and tighter budget constraints (Mintel, 2007).

The top three full-service British scheduled carriers are BA, Virgin Atlantic and bmibaby, who between them carry a total of approximately 50 million passengers each year. By passengers carried, BA and bmibaby can be ranked as the top two. However, as Virgin does not operate in the short-haul market but has a larger long-haul operation than bmi, it is the second-largest long-haul carrier.

The geographic nature and size of India plus its high population density in the major cities means that logistics and transport will always be critical areas for the Indian economy. The transportation sector was second to food in size and worth accounting for $61 billion in 2005 and is expected to increase to $301 billion by 2025 (McKinsey, 2007).

The growth of the transportation industry in India is primarily driven by the huge success of the low cost carriers, which according to GMID (2007) spearheaded total air sector growth of over 17 per cent. Low cost carriers achieved a growth of more than 114 per cent in 2006.

Furthermore the Indian airline industry has a 35 per cent share of the total value sales for transportation. Several low cost carriers have established themselves in India during the last three years, the most prominent of these being the low cost pioneer Air Deccan (with 2 per cent market share) with SpiceJet and Go Air being the other low cost carriers in India.

Scheduled airlines still dominate the market but low cost carriers are trying to catch up fast. From a share of 3 per cent of the total in 2004, they managed to reach 15 per cent in two years, exhibiting a growth of more than 107 per cent in current value terms (GMID, 2007). In 2006, scheduled airlines accounted for 84 per cent of the total seats sold followed by low cost carriers who had a creditable share of 15 per cent.

The national airline Air India commands the largest market share in value terms, with 19 per cent. Air India flies international routes and thus, the unit price of the tickets is higher, leading to the largest market share by value (GMID, 2007).

EasyJet was founded by Stelios Haji-Ioannou in 1995 as a low-cost airline to provide affordable travel and services to meet the needs of travellers in Western and Eastern Europe. More recently, it has also been expanding its services to North Africa. The company is now one of the world's leading low-cost carriers with a global share of 0.6 per cent in air travel in 2005 (GMID, 2005). The EasyJet fleet comprises over 110 aircraft made up predominately of modern Airbus A319s.

The strategy of EasyJet is to continue its rapid expansion of routes not just within Europe but also beyond, characterised by the launch of new destinations in Istanbul and also Morocco in 2006 (GMID, 2005). Not only has the airline sought to increase its geographical reach it has also been “active in increasing the breadth of its operations and frequency of services available” (GMID, 2005). EasyJet continued to “develop its presence as a leading player in the low-cost aviation sector in 2005 and into 2006 by improving and increasing its fleet of aircraft and also through the introduction of new routes” (GMID, 2005). To maintain its growth, the airline has embarked on an expensive and ambitious programme of expanding its fleet size (GMID, 2005). It is quite clear that EasyJet has designs on dominating the European low-cost aviation sector and invests heavily in new aircraft and reliability to achieve its aims and objectives.

In terms of Easyjet’s position in the global market place, as a result of the company's limited geographical range and low-cost niche market it does not compete with the global giants, such as Air France or British Airways, in the full-service aviation sector. However, it does compete with Ryanair, one of the most profitable companies in air travel (GMID, 2005). Both companies are in fierce competition not just in pricing but also for passenger numbers. Easyjet has continued expanding at a rapid rate since its launch, whilst Ryanair grew its business at a slightly slower pace. In addition to that EasyJet now has 2 per cent market share of air travel in both Western Europe and Eastern Europe (GMID, 2005).

Lastly it is important to highlight that EasyJet does not limit itself to flights, it also offers a wide range of complementary services through its online booking facilities, which is the hallmark of the competitive landscape for most operators within the low-cost aviation sector. EasyJet offers car rental, hotel accommodation, hostels and other services to create a more integrated holiday booking platform and to extend its product portfolio (GMID, 2005).

Mintel (2007) conducted a study on the most important factors British consumers choose when flying with an airline on holiday. The study was conducted with an age group of 15+ who had travelled by air in the past 12 months and the sample size amounted to 25,000 people. The data was collected through qualitative research methods; that is, telephone interviews and desk research (Mintel, 2007). This study has relevance as it looks at elements of the marketing mix; in particular price, quality, comfort, and customer service. With that in mind some of the data already gives an idea of the motivation and the needs of British EasyJet customers.

Recently, a small survey was carried out in the UK to explore the emerging themes and issues that might affect EasyJet’s ambition to enter the Indian market. The survey consisted of a structured questionnaire which was distributed to twenty five British and 25 Indian respondents living in Edinburgh between the age of 18 and 30 years.

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