Tài liệu Báo cáo chiến lược phát triển của vietnam airline

BÁO CÁO CHIẾN LƯỢC PHÁT TRIỂN CỦA VIETNAM AIRLINE VIETNAM AIRLINES’ DEVELOPING STRATEGIES 0 CONTENTS Page INTRODUCTION 2 CHAPTER I – THEORETICAL BASIS 1. CONCEPTS 1.1. Strategy in Business - Business strategy 1.2. The role of business strategy 1.2.1. The role in planning 1.2.2. The role in prediction 1.2.3. The role in control 1.3. The types of business strategy 1.3.1. Strategic business combination 1.3.2. Overall business strategy 1.3.3. Other business strategy 2. THE FOUNDATION FOR BUSINESS STRATEGIES 2.1. Analysis and evaluation of external environment 2.1.1. Macro environment 2.1.2. Micro environment 2.2. Analysis and evaluation of internal environment 2.2.1. Human resources 2.2.2. Financial capability 2.2.3. The work of production and operations 2.2.4. Marketing activity 2.2.5. Operation management 2.3. Method of strategy analysis 2.3.1. SWOT matrix 2.3.2. IE matrix 5 5 5 6 6 6 6 6 6 7 7 7 8 8 9 13 13 13 14 14 14 15 15 16 CHAPTER II – THE SITUATION OF VIETNAM AIRLINES 1. BRIEF INTRODUCTION OF VIETNAM AIRLINES 2. MACRO ENVIRONMENTAL IMPACTS AFFECTING VIETNAM AIRLINES ACTIVITIES 2.1. 2001-2010 Period 2.1.1. Economic, politic, and social 2.1.2. Legal Environment 2.1.3. Aviation Infrastructure 2.1.4. Tourism Infrastructure 2.2. 2011-2020 period 2.2.1. Economic, politic, and social 2.2.2. Legal Environment 2.2.3. Aviation Infrastructure 2.2.4. Tourism Infrastructure 3. MICRO ENVIRONMENT 3.1. Vietnam aviation market 17 17 18 1 18 18 21 24 24 25 25 27 28 29 30 30 3.1.1. Passenger markets 3.1.2. Cargo markets 3.2. The aviation industry environment 3.2.1. National airport development orientation 3.2.2. Airlines’ development orientation in Vietnam 3.2.3. Joint ventures with Laos, Cambodia, Myanmar airlines 3.3. Competitions and Strategies 3.3.1. Domestic Markets 3.3.2. International Markets 3.4. Vietnam Airlines financial reports 4. EXTERNAL AND INTERNAL ENVIRONMENT ASSESSMENT 30 32 33 34 35 36 36 36 41 43 45 CHAPTER III – VIETNAM AIRLINES’ DEVELOPING STRATEGIES 1. RESTRICTIONS AND WEAKNESSES 1.1. Delay in the equitization process and business renewal 1.2. Lack of uniformity in developing IT solutions and application 1.3. Developing quality services 1.4. Organization and human resource development 2. SWOT ANALYSIS 3. DEFINING VIETNAM AIRLINES STRATEGIES AND SUGGESTED SOLLUTIONS 3.1. Network expansion strategy (product diversification) 3.2. Fleet development strategy 3.3. Organization re-structure and human resource training 3.4. Service quality development strategy 3.5. Brand development strategy 3.6. Alliance and cooperation strategy 47 48 48 49 51 CONCLUSION 55 2 51 51 51 52 52 53 54 54 54 INTRODUCTION Air transport sector in Vietnam from its inception has become an important component of the national economy, and become one of the key economic sectors representing the first mode of transport progress and modernity. The growth of its increasingly large role and have an important influence in the work of economic development - cultural - social security and national defence . The trend of economic globalization and the trend of internationalization of economic life has pulled the growing trend of globalization in air transport development. It is confirmed that air transport, especially international air transport, is also an important link of the global transport. VIETNAM AIRLINES CORPORATION (Vietnam Airlines) as a core unit, the force of the air transportation industry in Vietnam, since its founding in 1956 until now has not stopped developing, expanded and improved services to become an airline of international standard. Looking back 10 years (2001-2010), though many events have great influence as the terrorist attacks in the USA dated 11/09/2001, SARS in 2003, avian influenza from 2004 to 2005, economic crisis from 2008 -2009, Vietnam Airlines has always in the right direction, overcome difficulties and flexible, and fast and strong development both in width and depth to rise up from a lack of airline experience, small scale, unknown, it has an airline average size of the area, dynamic, effective, active participation in the trend in the image and quality of service is recognized . Vietnam Airlines' fleet now has 70 aircraft; domestic route network of 20 points, 35 routes, international route network includes 26 points, 40 routes to 15 countries. Transport capacity of VIETNAM AIRLINES reach 12 million passengers per year. Ticketing system for Vietnam Airlines has grown to 43 countries. VIETNAM AIRLINES owns an advanced labour force, devoted to their careers. The number of Vietnamese pilots are 372 people, aircraft technicians who help VIETNAM 3 AIRLINES 1269 initiative in mining operations, aircraft maintenance. VIETNAM AIRLINES has partnered with 80 airlines around the world are members of the Association of World Aviation (IATA) and SkyTeam. global airline alliance Looking to the future, period of 2011-2020 is considered the strategic period, opportunities for innovative development of the aviation industry in Vietnam. According to the evaluation of the economic organizations (IMF, WB, ADB ...), airlines (IATA, ICAO) in the world, Vietnam is located in the dynamic growth potential of the world's most economic and aviation market. Besides, this is a turning point in the stage of development of production technology of the aircraft manufacturer with the introduction of the new generation aircraft such as B787, A350, MRJ, Bombadier CSeries ... with the preeminent features on amenities and passenger services, using advanced materials, efficient fuel saving, environmentally friendly ... make opportunities for the young airline policy implementation, " the capture of opportunities” to raise competitiveness. Under the plan, the period of 2010-2020 as well as deployment time and a complete range of development categories of aviation infrastructure in Vietnam with the launch of the Long Thanh International Airport, the services capacity reached 80-100 million passengers per year (reaching world-scale), Noi Bai International Airport, Tan Son Nhat with their capacity reached up to 50 million passengers per year (at regional scale), a series of local airport upgraded ... After the open sky agreement of CLMV sub-region (including Cambodia, Laos, Myanmar and Vietnam) is effective in April 2007, with the success of cooperation projects between Vietnam and Cambodia, established the national airline of Air Angkor Cambodia Cambodia (K6), together with efforts to negotiate actively to develop a similar model of cooperation in Laos and Myanmar, the coming years will be the time for comprehensive cooperation, mutual development of the national airline of CLMV sub-region, and Vietnam plays a key role, is the gateway of the sub-region. Therefore, the organization for development and implementation for development strategy of VIETNAM AIRLINES to 2020 must be sync from market development 4 strategies, route network, aircraft resources to strategic human resource development, branding, capacity sales, services, capital and operating mining policy, safety and security... is essential to develop VIETNAM AIRLINES consistent with the trend of movement of business environment, the aviation market, to capture opportunities in the future, thereby elevation of Vietnam Airlines became the large airlines in the Asia-Pacific, with prestige, image are confirmed on the global scale, plays a key role in the operation of air transport of CLMV sub region, to contribute effectively to economic development - politics – society of Vietnam. On research methods: Using direct study methods: Collecting information from newspapers, magazines, the Internet, and other statistics from the documents have been published, the financial statements, balance sheet and reports of business report in 2008, 2009 and early 2010, the rules and regulations of Vietnam Airlines Also using the group of analysis method, summary, comparative approach to analyze the business activities of the Company. Structure of topics: On the basis of the program suggests, the group structure of the topics include: Introduction Chapter I: THEORETICAL BASIS Chapter II: ANALYSIS OF CURRENT SITUATION Chapter III: STRATEGIES FOR DEVELOPMENT OF VIETNAM AIRLINES AND RECOMMENDATIONS Conclusion 5 CHAPTER I –THEORETICAL BASIS 1. CONCEPTS 1.1. ‘Strategy’ in business – Business strategy The concept Strategy existed from ancient Greece. This term was originally derived from military. Later it developed into science and art of military command. But from the '60s (XX century) strategy applied to business and from which "business strategy" was born. There are many different definitions of strategy and each is very different depending on the concept of each author. We would like to point out here the concepts of strategy suit to the subject and scope, the object of the research group: "Strategy is the direction and scope of an organization in long term to gain competitive advantage for organizations through the format of its resources in a changing environment, to meet market demands and satisfy the expectations of the concerned parties "(Johnson, G., Scholes, K. (1999). Exploring Corporate Strategy, 5th Edition Prentice Hall Europe). Under the traditional approach, the strategy is the determination of the basic longterm goals of the enterprise, and the implementation of action plans to allocate resources, to achieve the objectives of the business identified . Can also define the business strategy as follows: Business strategy: "As a series of commitments that a company uses to gain a competitive advantage by exploiting core competencies in certain markets”. It may be said that business strategy is the way that businesses use to guide the future to achieve and sustain its development. The nature of the business strategy is to outline the future image of regional business activity and the ability to exploit. Business strategies used by 3 basic meanings are: - Identify long-term goals of the business. - Give the general action plan. 6 - Select the action plans, employ the allocation of resources to implement those goals. 1.2. The role of business strategy 1.2.1. The role in planning Business strategy will help businesses identify their purpose in the direction of the future-oriented activities in the long term, is a solid basis for the implementation of the operation, help Administrator know, review and direct for their organization in right direction, by any method, and any time to achieve results. 1.2.2. The role in prediction In the trend of globalization, the business environment is always fluctuating. Therefore the environmental analysis and development of business strategies will help business managers are aware of opportunities, and risks occur at the same time aware of the strengths and weaknesses in their business. Since then analyze and predict the environmental conditions in the future, to make appropriate strategies to take advantage of opportunities, strengths, reduce the risks, weaknesses to overcome any business challenges. 1.2.3. The role in control Business strategies can help Managers use and allocate the resources appropriately, make appropriate decisions for each condition of the business environment, increase the links between employee, strengthen capacity to prevent and stop the risk occurring, avoid the financial risks. Improve the efficiency of production of enterprises, so that enterprises can develop to sustainable stability. 1.3. The types of business strategy 1.3.1. Strategic business combination 7 This strategy is outlined based on the analysis of the environment inside and outside so that the enterprise can see clearly its strengths, weaknesses, opportunities, challenges and strategies that will be combined as follows: - Take advantage of strengths to exploit opportunities in business (SO); - Take advantage of the strengths is to limit the risk in trading (ST); - Take advantage of opportunities to overcome weaknesses (OW); - Minimize weaknesses to limit risks (WT). 1.3.2. Overall business strategy Strategy refers to the most important issues with significant long-term meaning and decisions of vital issues of the business, including 4 categories: - Strategies focus on the key issue, not spread resources, focus on those activities is crucial for business; - The strategy is based on analysis of the comparative advantage of the business with other businesses to find their comparative advantages to develop business; - Creative strategy, exploration for new products and services; - Strategies to explore the possibility of the environment is to find the key factors. 1.3.3. Other business strategies - Business strategy is on the front, rear, horizontal, vertical; - Penetration strategy and market development, product development; - The diversification strategy; - The strategy for risks prevention. 2. THE FOUNDATION FOR BUSINESS STRATEGIES The identification of business goals is the important beginning stage. It requires that businesses must identify the tasks and objectives pursued by enterprises in their 8 business. At the same time, business processes must clearly indicate the validity and ethics of business to society. When identifying the tasks and objectives, and business areas of the business, it is necessary to analyze the factors affecting the group, as the basis for the development of business strategy. 2.1. Analysis and evaluation of external environment 2.1.1. Macro environment - economic environment, politics, society Macro environment includes factors of economic environment, political environment, social and cultural environment, lawful environment, environmental technology, natural environment, global environmental impact images effect on the survival and development of the business. a. Economic environment (economic factors) The main factors affect the operation of enterprises in the economic environment are: The growth speed of the economy, interest rates, exchange rates and inflation rates. Economic growth or recession has great influence to the enterprise, if the economy have higher growth will create many opportunities for businesses to expand operations, whereas if the economy economic downturn will lead consumers to reduce costs and increase the risk for businesses. The interest rate will determine the demand of business... policy on exchange rates, inflation also creates an opportunity or increases risks to the enterprise. b. Lawful environment and politics (elements on law and politics) Lawful environment and politics may impact significantly on the business can also create opportunities and vice versa can also create risks for the enterprise. This environment includes: political stability, the policy of the legal system (ie investment law, labour law, environmental law resources .. tax policies, fees, regulations on advertising reports ...) ... 9 c. Socio-cultural environment (cultural, social factors). These factors include the following elements: lifestyle, ethics, traditions, consumer attitudes, the role of women, population growth, population shifts, the marriage rate, birth rate birth, educational level, the establishment of associations to protect consumers ... These factors create opportunities or threats for enterprises. d. Technological factors. Technological changes may alter production methods, products ’ life cycles, changes in technology and their products with better quality, cheaper costs. This is an factor affects largely and directly to the business strategy of the enterprises. So in the process of building the business strategy of the enterprise need to analyze specific factors as well as technology development trends in technology to get their business strategy accordingly. e. International environment (international factors). Currently trend of regionalization and globalization has been an inevitable trend. Thus the risks, opportunities from the international environment affecting business more complex, larger, due to differences in culture, society, institutional structures, policies and economics. So every business must approach and analysis environment perspective of their industry. In which factors on free trade agreements, tariff barriers, international quality standards, antitrust, anti-dumping must be analyzed carefully to take advantage of limited risk, building business strategies accordingly. 2.1.2. Micro environment Elements of the micro-environment include: pressure from customers (buyers), pressure from suppliers, the risks from potential competitors, the risks from alternative products and services, the existing competitors. A theoretical and practical strategy of the Harvard School of Business Administration - Michel Porter has developed five models of competitive pressure as a basis for strategies to help 10 environmental analysis is as follows (Source: In-Class Materials & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai): Potential competitors Risk of new competitors Enterprises and competitors Suppliers Ability to pressure from suppliers Competition in the industry Customers Ability to pressure from customers Alternative products a. Analysis for current competitors This is the first force in the model of M. Porter. This force is competitors are already positioned in the market, if the competitors are still weak; the businesses will have the opportunity to increase the prices and can get more profits. Conversely, the greater competitive pressure on price competition is increasingly fierce. The analysis of the current competition requires firms to learn, to investigate the specific information of competitors. On that basis, analysts were technical potential, the potential of human resources, financial capacity, marketing systems, operations management, capacity, quality, leadership ability to see clearly the strengths and weaknesses of the competitors (Source: In-Class Materials & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai) No 1 Factors Important level (0 ÷ 1) Competitor A Rank Score (1 ÷ 4) Competitor B Rank Score (1 ÷ 4) Corporation Rank Score (1 ÷ 4) Thereby making the general remarks of the competitors against businesses. 11 b. Potential competitors These are the competitors include the existing enterprises are not competitive, but they are able to compete if they decide to enter the industry. The number of potential competitors depends greatly on the barriers to entry. So when considering potential competitors to analyze all elements from the entry barriers to industry advantage on scale, product differentiation, capital requirements, switching costs, the ability access to distribution channels, cost disadvantages regardless of size, government policies and actions can cope, to assess fully the risks from potential competitors . c. Suppliers This force includes suppliers on raw materials, fuels, materials, equipments, labour, transport, and services ... It can be seen as a pressure when they are capable of increasing input prices or reduce the quality of products and services they provided. Therefore, when developing business strategies, the enterprises need to analyze and devise an appropriate strategy for this force. d. Customers This is the force that creates the bargaining ability of the buyer, if there are many the buyers, it could create opportunities for business, whereas it can be seen as a threat to require businesses forced to reduce prices, or that higher quality of goods and services. e. Alternative products The alternative products are other products that can satisfy the needs of consumers. To predict its risks from alternative products and limit the risks to the enterprises when developing business strategies need to analyze the prediction in policy, the development of science, technology, price trend whole, the trend of consumers ... to build business strategies accordingly. 12 Beside 5 above factors in the process of developing business strategy needs to pay attention to other factors such as the distribution system, community and union ... to fully analyze the opportunities and risk for enterprises to build business strategies accordingly. Combining elements of the macro environment and micro environment have the following diagram (Source: In-Class Materials & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai): Technological environment Economic environment Potential competition Pressure from suppliers Enterprises and competitors Pressure from buyers Alternative products Legal, political environment Social, cultural environment Natural environment The analysis of the external business environment is very important for every business, it helps to identify business opportunities and the threat to the proposed business strategy accordingly. To assess the impact of external environment on business activities of the creation of the Matrix (EFE) - (Source: In-Class Materials 13 & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai) EFE Matrix Make a list of external factors 2.2. The importan ce of factors 0,0 ÷ 1 Factors classific ation 1 ÷ 4 Scoring factors Points of elements on the list Analysis and evaluation the internal environment of enterprises The analysis and evaluation of internal environment within the enterprise aims to appreciate its strengths, weaknesses and competitive advantages to build their business strategy accordingly. It is necessary to analyze financial factors, infrastructure, technology, marketing, human resources, manufacturing, research and development, operations management, branding, company culture to promote all the limited strengths weaknesses, create competitive advantage for businesses. 2.2.1. Human resources This is a very important resource, it is associated with the existence and development of the business. Human resources administration of the business is the recruitment, training, placement, appointment, transfer, and personnel policies. The analysis of human resource factors aims to clearly see the strengths and weaknesses in the management of enterprise human resources to work out an appropriate strategy. 2.2.2. Financial capacity Analysis and assessment of these factors on the basis of considering the specific facility factory machinery, raw materials, modern level of technology that companies are applying and evaluating the current status about the financial 14 situation, the total assets, capital, capital structure, profitability, ability to raise capital, ability to secure financing of the enterprise ... Analysis and assessment of financial activities of the business to evaluate the financial and accounting activities can meet the task requirements or not, or guarantee the truthfulness, which draws from the strengths and weakness of this activity 2.2.3. The work of production and operations Analyzing and evaluating the work of production and operation of enterprises on the basis of analysis of production plan, plant capacity, considering the scale is justified, considering the efficient use of wireless Advanced Technology in the manufacturing operation, evaluating the quality of the work force, quality of goods produced, assess the cost of production or cost of a product unit, to clearly see the strengths weaknesses of the enterprises in this work. 2.2.4. Marketing activity Analyzing and evaluating the work of Marketing of the business is to focus on analysis and evaluation of systems Marketing, plans on products and services, sale, customer analysis, pricing problems, issues about the effectiveness of the Marketing to clearly see the real situation of enterprises in this work, clearly the strengths and weaknesses to build an appropriate strategy. 2.2.5. Operations management To properly assess the administrative operations of the business. It is required to analyze the actual situation on the model of the business, the organizational model of the enterprise must meet the requirements and development activities. Avoid setting patterns have overlapping functions. On the other hand to analyze the functional activities from planning to implementation, the policies for encourage, placement of human resources, controls activities, building research system, development and application of information technology systems in the operation of the business ... to consider the actual 15 situation of operation of the business administration clearly see the strengths and weaknesses in this work. On the other hand, need to clearly analyze the leadership capacity of the business, if business leaders have good qualifications for enterprises will grow and if the leaders do not have the business capacity, the enterprises can not grow or survive. 2.3. Method of strategy analysis: SWOT Matrix, IE Matrix 2.3.1. SWOT matrix SWOT matrix is a matrix of strengths - weaknesses - opportunities - risks. This matrix helps managers form strategies based on a combination of factors of strengths, weaknesses, opportunities, risks (Source: In-class materials & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai): SWOT Matrix SWOT MATRIX Opportunities – O 1…………………. 2…………………. 3…………………. Threats – T 1…………………. 2…………………. 3…………………. Strengths – S 1…………………. 2…………………. 3…………………. Weaknesses, - W 1…………………. 2…………………. 3…………………. Strategies Strategies 1…………………. 2…………………. 3…………………. 1…………………. 2…………………. 3…………………. Strategies Strategies 1…………………. 2…………………. 3…………………. 1…………………. 2…………………. 3…………………. - S-O strategy : Use the strengths to take advantage of external opportunities - W-O strategy: Overcome the weaknesses to take advantage of external opportunities - S-T strategy: Use the strengths to cope with threats - W-T strategy: Overcome the weaknesses to reduce the external threats . 2.3.2. IE matrix : Evaluation of external and internal factors 16 Using parallel to the SWOT matrix for comparison with the SWOT matrix, it is more quantitative (Source: In-Class Materials & Strategic management textbook, 2009 – Le The Gioi, Nguyen Thanh Liem, Tran Huu Hai). Factors from environment within EFE IE Matrix Factors from environment within IFE Strong – 3 Average – 2 Weak – 1 Strong – 3 1 2 6 Average – 2 3 5 9 Weak – 1 4 7 8 - If enterprise is positioned in the 3 cells 1, 2, 3: under the fast-growing area. - If the strategy of the business is positioned in the 3 cells 4, 5, 6: a selective growing area or stable selection strategy - If enterprise is positioned in the 3 cells 7, 8, 9: as retreating orientation. With the contents described above, we considered and studied the entire theoretical basis, concepts, theories and analytical basis to develop business strategies of enterprises. We must capture firmly theoretical basis to be applied in practice in your business to set out guidelines and strategies in accordance with objective rules to ensure the survival and development of enterprises . 17 CHAPTER II –THE SITUATION OF VIETNAM AIRLINES 1. BRIEF INTRODUCTION ABOUT VIETNAM AIRLINES Enterprise’s name: Vietnam Airlines Corporation (referred to Corporation) Type of enterprise: MTV Co. Ltd. Head office : No.200 Nguyen Son street, Long Bien district, Hanoi city Representative : Mr. Pham Ngoc Minh – General Director Charter capital : 8.942.000 million dong Scope of business: Investment, management on investment capital and direct production, Air transport for passengers, baggage, cargo, parcels, Maintenance of aircraft, engines, spare parts, aviation equipments and other technical equipments, Production of components, spare parts, supplies of aircraft and other technical equipments; Supply of technical services and spare parts for airlines in the country and abroad. Import and export of aircraft, engines, spare parts, aviation equipments (rent, lease, hire for purchase, purchase and sale) and other items as prescribed by the State. Supply of technical and commercial services in ground, services at the passenger terminal, cargo terminal and services for delivery of goods. Agency services for airlines, aircraft manufacturers, engines, equipments and spare parts of aircraft, other transport companies. General aviation operations ... A brief history of formation and development: Vietnam Airlines Corporation was founded on 27/05/1996 under Decision for formation of State-owned Enterprise No. 328/TTg of the Prime Minister based on links of 20 businesses in aviation services, and Vietnam Airlines is considered as the core. By 04/04/2003, the Prime Minister signed the Decision No. 372/QĐ-TTg on the pilot organization and operation under the Parent Company - Subsidiaries in Vietnam Airlines on approval for organisation’s charter and operation of the Parent Company, Vietnam Airlines Corporation. Accordingly, Vietnam Airlines Corporation is a State-owned Company, operating under the Law on State –owned - Enterprises. By 23/06/2010, 18 the Prime Minister signed the Decision No.952/QĐ-TTg on the on transformation of the Parent Company - Vietnam Airlines Corporation Company founded MTV Co., Ltd owned by the State.. Structure model of organization: Corporation shall operate under model of the Parent Company - Subsidiaries based on the experience of some advanced airlines in the world such as Singapore Airlines, Cathay Pacific, Thai Airways ... By 30/06/2010, the Corporation included 4 dependent units, 15 Subsidiaries, 01 service units and 09 associated companies. 2. MACRO ENVIRONMENTAL IMPACTS, AFFECTING THE ACTIVITIES OF VIETNAM AIRLINES 2.1. Period of 2001-2010 2.1.1.Economic, politics, social environment Decade of 2001-2010 as the decade witnessed the rise of emerging economies such as China, Brazil, India and other economically dynamic region such as ASEAN, Latin America. World economic growth has averaged 3.2% per year, thanks to the drag of the crucial ship of this growth. Economy, once again made clear cyclical feature with crisis on global scale 2008-2009, making air transport market decreased in this decade Political situation, regional security and world in past 10 years has been complicated. Terrorist events on 11/09/2001, war in Afghanistan, Iraq and the SARS disaster (2003), avian influenza in 2005 had occurred and negative impact to the airline industry, made passenger markets dropped sharply, the cost of insurance, market launch costs has risen. Since 2006, jet fuel prices increased strongly and impacted continually on the operation of airlines. Particularly in June of 2008, oil prices up to $ 147 per barrel, fuel costs for airlines rose up to nearly 40% of total costs, while normally only about 25-28%. The crisis and increases in fuel prices continually affected strongly 19