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분야
docxⅠ. Introduction
1. Airline industry – Five forces model
2. JetBlue and its risks – compared to Southwest Airline
Ⅱ. Body
1. Income statement analysis
2. Activity analysis
-Unit level
-Batch level
-Customer level
-Organizational sustaining
Ⅲ. Conclusion
1. Airline industry
To understand the airline industry, five-force analysis is used as follows:
ㆍThreat of New Entrants. In general, it is thought that the airline industry is hard to enter because of the initial cost. Here, the ability to access bank loans and credit is critical. If borrowing is cheap, then the likelihood of more airliners entering the industry is higher. The more new airlines enter the market, the more saturated it becomes for everyone. Brand name recognition and flight frequency also play a role in the airline industry. An airline with a strong brand name and incentives can often lure a customer even if its prices are higher.
ㆍThreat of Suppliers. Since there are mainly two suppliers, Boeing and Airbus, the power of suppliers is quite big. But the threat is not that high in terms of vertical integration. In other words, you probably won't see suppliers starting to offer flight service on top of building airlines.
ㆍThreat of Buyers. The bargaining power of buyers in the airline industry is both high and low. For those who are price sensitive, they easily switch from one airplane to another, only considering the price. What makes the power of buyers low is a mileage service, which results in high switching costs.
ㆍThreat of Substitutes. For regional airlines, driving a car or taking a train could be substitutes for the flight. As for the international airlines, the treat of substitutes is very low, because there are few options.
ㆍCompetitive Rivalry. In US, the airline industry is intensely competitive. Highly competitive industries generally earn low returns because the cost of competition is high. This can spell disaster when times get tough in the economy.
http://www.investopedia.com/features/industryhandbook/airline.asp
http://money.cnn.com/magazines/fortune/fortune500/2008/industries/141/index.html
http://www.sciencedirect.com
