A strategic management paper for Air Philippines Corporation doing business under the name and style of Air Phil Express, Pal Express and Philippine Airlines / Paula May L. Langam.
By: Langam, Paula May L
Publisher: 2023Description: 100 pages ; 28 cmContent type: text Media type: unmediated Carrier type: volumeSubject(s): Strategic managementLOC classification: HD 30.28 L36 2023Summary: Air Philippines Corporation (APC) is a corporation that was previously branded as Air Philippines and Airphil Express. It was incorporated under Philippine Law in February 1995. Its flight operations started in February of the following year, 1996 between lloilo, Subic Bay, and Zamboanga. From 1997-1998, the airlines flourished, having acquired additional aircraft with its existing Boeing 737-200 aircraft, and transporting 675,000 to 773,000 passengers. However, in September 1998, the airline ceased operations as it was momentarily cancelled by the Air Transportation Office (ATO), the predecessor of CAAP. After being acquired by the Lucio Tan (LT) Group in 1999, Air Philippines Corporation, has undergone aircraft acquisitions that increased its sales and operations and series of rebranding that led to its present trade name, PAL Express. This Strategic Management Paper focuses on the main operations of PAL Express which is scheduled domestic flight operations. However, it is unavoidable to include some factors of Philippine Airlines (PAL) in the paper as the Company, PAL Express, is in a code share agreement with PAL. A code share agreement, according to U.S. Department of Tourism, is a business arrangement, usually in the aviation industry, wherein operations and marketing schemes are shared between two airlines to expand market presence and maximize returns. Nevertheless, this paper analyzes the SWOT or factors and forces that internally and externally affect PAL Express, as the main company. The proponent also utilizes various management tools and analysis to fine-tune the appropriate strategic roadmap and action plans to achieve its objectives.| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|---|
| PLM | PLM Graduate School Library | Graduate School-Thesis/Dissert | HD 30.28 L36 2023 (Browse shelf) | Available | G1810 |
Thesis (M.A)--Pamantasan ng Lungsod ng Maynila, 2023.
A strategic management paper presented to the Faculty of the PLM Business School--Graduate Program in partial fulfillment of the requirements for the degree Master in Business Administration.
Air Philippines Corporation (APC) is a corporation that was previously branded as Air Philippines and Airphil Express. It was incorporated under Philippine Law in February 1995. Its flight operations started in February of the following year, 1996 between lloilo, Subic Bay, and Zamboanga. From 1997-1998, the airlines flourished, having acquired additional aircraft with its existing Boeing 737-200 aircraft, and transporting 675,000 to 773,000 passengers. However, in September 1998, the airline ceased operations as it was momentarily cancelled by the Air Transportation Office (ATO), the predecessor of CAAP.
After being acquired by the Lucio Tan (LT) Group in 1999, Air Philippines Corporation, has undergone aircraft acquisitions that increased its sales and operations and series of rebranding that led to its present trade name, PAL Express.
This Strategic Management Paper focuses on the main operations of PAL Express which is scheduled domestic flight operations. However, it is unavoidable to include some factors of Philippine Airlines (PAL) in the paper as the Company, PAL Express, is in a code share agreement with PAL. A code share agreement, according to U.S. Department of Tourism, is a business arrangement, usually in the aviation industry, wherein operations and marketing schemes are shared between two airlines to expand market presence and maximize returns.
Nevertheless, this paper analyzes the SWOT or factors and forces that internally and externally affect PAL Express, as the main company. The proponent also utilizes various management tools and analysis to fine-tune the appropriate strategic roadmap and action plans to achieve its objectives.
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