論文代寫-新西蘭航空公司增值趨勢分析

論文代寫-新西蘭航空公司增值趨勢分析。在2016財年,新西蘭航空公司的稅前收益為8.06億美元,比去年增長了70%。稅後,公司的法定淨利潤為4.63億美元,較去年增長42%。記錄的結果是由能力的強勁增長因素驅動的(Osterle, 2013)。這反映了燃料價格和業務效率及規模經濟效益大幅度下降的趨勢。新西蘭航空公司並不是唯一一家推出新服務的公司,由於國際航空公司的加入,該公司已開始遭遇主要競爭對手。關鍵的信念是,額外的服務是重要的和有益的情況下,市場的需求。當旅遊機構和旅遊服務提供商為市場的增長而協同工作時,這也是具體的通過在高水平的服務、機場報亭、休閑升級和機隊等方面的投資,公司在運營和競爭中處於有利地位。接下為論文范文論文代寫-新西蘭航空公司增值趨勢分析如下:

n the financial year of 2016, Air New Zealand made earnings prior to tax at 806 million dollars increasing by 70 per cent since the last year. After taxation, the value of statutory net profit was 463 million dollars increasing by 42 per cent since the last year. The recorded result was specifically driven by the factor of strong growth in capacity (Österle, 2013). This reflected a trend of significantly declining prices of fuel and benefit of operational efficiencies and scale economies.

Air New Zealand is not the only company launching new services and the company has started to experience major competitive rival as a result of international carriers. The key belief is that extra services are important and beneficial for the market in case of demand. This is also specific when tourism bodies and tourism service providers work collaboratively for the growth of markets (Wu & Cheng, 2013). By making investment in aspects such as high level of servicing, airport kiosks, lounge up gradation and fleet, the company is strongly positioned to operate and compete.

With the long haul business of Air New Zealand, the key challenge being faced by the business was in the attraction of international tourists. However, the strategy was to ensure this in a manner that the needs and imaginations of the new travellers were highlighted and presented in front of them (Juwaheer, 2009). Air New Zealand understood the need of its progressiveness as a global airline with the assured competitiveness of cost strategy. This was not for merely achieving the parity of product, but exceeding the expectations of customer by the development of a distinct experience for the initiation of sale and profitability. The company drove its success with the clear intention to target the international market of tourists with a number of different tourism related services and products (Österle, 2013). They used to seek out new experiences with the involvement of interaction and engagement, and the demonstration of respect for the cultural, social and natural environment. As a result, global airlines started to work really hard for the differentiation of their market offerings by using a number of different levels of customization and aircrafts to ensure the enhanced creation of value. The global industry understood the simplicity of this fundamental base to create value by the alignment of partners and staff members.

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