3513NSC: Economics in Aviation- The Rise & Fall of SmartGo Airline Case Study- Get Report Writing Assignment Help at tvassignmenthelp.com

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Task: To get assignment solutions for other questions from our 2000+ distinct subject-matter experts, or for any further query, visit www.myassignmentbank.com, or you can contact us by calling NUMBER, or by sending an email to EMAIL. 1. Your assignment must be completed in the report format of 2,000 words. For this length, the expectation is that you will make use of headings and paragraph numbering using guidance from the Writing Style Manual listed on Learning@Griffith. 2. Read the separately enclosed scenario titled “The Rise and fall of SmartGo Airline”. The scenario is fictitious but represents what can possibly happen in an airline startup. 3. Analyse this scenario in terms of the Economics in Aviation principles to determine the strengths and weaknesses of the startup using theories and material from the course. Your report should include the problems contributing to the weaknesses, how well these were addressed, how they  contributed to the outcome, and what should have been done. 3. There are plenty of issues for analysis; your task is to argue which are the most important using the course theories and principles. In your research and analysis, you should also compare SmartGo’s issues to those experienced by three actual airlines in situations similar to SmartGo. In addressing issues, you should aim to apply material across the course up to and including Week 8. Focus should be on the highest priority issues and addressing the airline performance measures and economic theories most applicable to the SmartGo case study. 4. Your report, in addition to the required analysis and format, must have a ‘Recommendations’ heading after the ‘Conclusion’ with the top three lessons that can be learned by today’s airlines. ***This information is provided by www.myassignmentbank.com, and it is made available for general reference purpose only. No material should be used, changed, updated or disseminated at any time by any third party without the express and written permission from My Uni Paper.*** The Rise and Fall of SmartGo Airline The origin of SmartGo had the simplest of beginnings. Ian Mansom, known to his many friends and business associates as “IM”, relaxed with his good friend Rob Smith after a tough session at the gym. Rob had made his money in commercial real estate and development, with a focus in rural areas. In contrast, IM had made his wealth in business information technology systems development, where he was the exclusive agent for an overseas business logistics system. Both were regarded by their business acquaintances as successful business people and “risk-takers”, going where others might fear to go and always looking for the next big business opportunity. At the time, the nation’s economic cycle seemed to be on a continual expansion with a commodities “boom” and matching property development “boom” that seemed never-ending. IM and Rob had discussed the matching expansion of airlines and the problems they and their business acquaintances had experienced travelling by airline on business appointments which often took a considerable part of their time. The current airlines did not seem to providing the schedules, services or prices as part of normal business competition; they acted almost like a cartel both stayed within the regulations. Rob, who held a Commercial Pilot’s Licence and was an enthusiastic flyer, owned an old Piper Seneca which he used for commuting over large distances as part his commercial real estate opportunities but it had its limitations. “The trouble is there is not enough competition, especially to meet our particular needs” said Rob, as they packed their gym bags, jokingly adding “We could probably do better with by starting our own airline that addresses the needs of people like us and provides some real competition.” Such a simple statement was to start events that would change their whole attitudes to business. Over the subsequent months, IM and Rob met to discuss the idea of an airline in further detail. They discussed the experiences and sought views from business acquaintances, including those who came in from overseas, plus canvassed the idea with travel agents. The answers always came to the same conclusion: the country was ripe for extra competition. Whenever they expressed reservations to their fellow business acquaintances about starting an airline, they were often told “Business is business whatever industry you’re in and getting into an airline is nowhere near as hard as in the past, plus there are plenty of new successful startups globally run by people with backgrounds in other businesses, even finance people, to prove that you don’t need to be an aviation expert.” The comment was further added “If you focus on a niche part of the airline market, such as business passengers or tourists, it becomes even easier” Thus the seed of a concept for an airline for business people was born and its name would reflect value by air; it would be named SmartGo. IM and Rob did some analysis together of the market. The city where they lived had a four million person population; it could be the hub serving the two slightly smaller cities, one 800 kilometres to the West and the other 1400 kilometres to the North of the hub city respectively. Both of these smaller cities served rural areas plus were hubs for Fly-In Fly-Out (FIFO) operations for numerous mining communities. Among the three cities, 65 per cent of the national business was conducted by domestic and international businesses. The two current major airlines were National Airlines and EconAir. National was a large legacy carrier known for its history, significant size and assets, its coverage of different passenger segments, and its bureaucratic structure. EconAir was a relatively new Low Cost Carrier (LCC) covering one low-cost segment; it also was a subsidiary of the EconAir Group, an international conglomerate covering many markets that included airlines serving the US and European markets. Both airlines had Boeing and Airbus fleets that were less than 10 years old on average.