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第3章:新加坡航空公司業(yè)績的重要驅(qū)動(dòng)力:戰(zhàn)略性選擇與資源配置決策(13)

展翅高飛:新加坡航空公司的經(jīng)營之道 作者:(塞浦路斯)洛伊佐斯·赫拉克萊厄斯


22. J.Y.Pillay in a speech at SIA,28th anniversary gala dinner at the ShangriLa Hotel on 17 August 1974,Perspectives (Singapore: Communications Department, Singapore Airlines, 1998) pp.7—8.

23. Dr Cheong in a speech to the Young President,Organisation in Singapore on 8 February 1985, Perspectives, pp.9—17.

24. Dr Cheong in a speech to the Young President,Organisation in Singapore on 8 February 1985, Perspectives, pp.9—17.

25. Singapore Airlines Annual Report, 2007—2008.

26. Sources: Singapore Airlines Annual Report, 2007—2008; Lufthansa Annual Report, 2007; United Airlines Annual Report, 2006; American Airlines Annual Report, 2007; Emirates Annual Report, 2007—2008; British Airways Annual Report, 2007—2008. The figures for Lufthansa include its non*瞐irline operations.

27. Doganis,R. (2006) The Airline Business, 2nd Edition, Routledge.

28. 自亞洲金融危機(jī)的爆發(fā)(2007)以來,新航的股票業(yè)績一直不穩(wěn)定,有好的上升時(shí)期,也有挑戰(zhàn)時(shí)期。但是,由于其較強(qiáng)的競爭地位,阻止了整體的較差業(yè)績和戰(zhàn)略性失策的發(fā)生,新航希望在短、中期的股票業(yè)績方面優(yōu)于整個(gè)行業(yè)。

29. Perspectives (1996) p.69.

30. Singapore Airlines Report, 2006—2007.

31. Michael Tan to the Indonesian Business Association of Singapore on 18 March 1993, Perspectives, pp.89—91.

32. Dr Cheong at the SIA World Marketing Conference on 16 November 1995, Perspectives, pp.145, “成本和收益都依賴于過程周期。由于重視長距離航線,新航的平均過程周期要比其他大部分航空公司長。在最后的分析中,重要的是航空公司的收益應(yīng)該多于成本?!?


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