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Designing and Executing Strategy in Aviation Management
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Table of Contents

Contents: Foreword; Preface; The essence of strategy; Strategic positioning and sustaining a market presence; The essence of competitive strategies; The external environment; The internal environment; Setting corporate direction; Establishing a strategy; Aviation strategy implementation; Managing strategy execution through tracking, support systems, and controls; Bibliography; Index.

About the Author

Triant G. Flouris serves as alternate representative of the Republic of Cyprus to the International Civil Aviation Organization (ICAO) and is Director of the Aviation Institute, York College / CUNY, USA. He has served as Director of the International Aviation MBA Program, John Molson School of Business, Concordia University and has held faculty positions at Auburn University, and Victoria University of Wellington. His research and teaching interests include low-cost and legacy airline financial and strategic analysis, aviation economics, strategic management and operations strategy, aviation business modelling, and international aviation governance. Sharon L. Oswald, a Professor and Department Head of Management at Auburn University, holds the Colonel George Phillips Privett Professorship in Business Strategy. She serves as a core teacher in the Executive MBA program and the Physician's MBA and certificate programs at Auburn University. Dr Oswald teaches the capstone strategic management course at the executive, graduate, and undergraduate levels. Much of her research interest lies in strategic international business issues and project management.

Reviews

'Designing and Executing Strategy in Aviation Management is a practical and accessible route map through the complex world of strategic management. It combines theoretical essentials with illuminating corporate stories from the aviation industry. This book will prove invaluable to students and practitioners alike and is a 'must read' for anyone involved in aviation management education and training.' Dr Thomas C. Lawton, Senior Lecturer in Strategic Management at Tanaka Business School, Imperial College London 'Professors Flouris and Oswald have addressed a void in the scholarly literature in aviation with Designing and Executing Strategy in Aviation Management. Industry executives, government officials, and the entire academic community will derive extraordinary insight from this latest contribution to the area of strategic management in aviation.' Dr. Brent D. Bowen, Distinguished Professor of Aviation, University of Nebraska at Omaha 'Professors Flouris and Oswald have captured the topic of "strategy" and put it all into perspective. Corporate performance and survival make the centrepiece of an organization's strategy. The authors explain the concepts with clarity, using timely examples and illustrations which are easily understood. This is a "Must Read" for aviation managers.' Ted F. Mallory III, Major General (Retired), USAF and Senior VP Flight Operations and Chief Safety and Security Officer, ASTAR Air Cargo 'While corporate strategies in any given industry are constantly changing, this text provides a firm foundation for the introduction of strategic concepts.' Alfred T. Spain "AL", Senior Vice President Operations, JetBlue Airways Corporation 'It is a fundamental book that will guide specialists and students surveying this area of new endeavours, and it does provoke food for thought.' Air International August 2006 '...provides a very useful foothold for the aviation professional or student alike.' The Aerospace Professional December 2006 'Aviation can be considered as one of the most complex industries of all, not just from a technological, but also from a managerial point of view. Today aviation managers are facing tough managerial and strategic challenges. From this perspective, the authors of this book deserve praise for their effort to publish a book on the design and execution of strategy in an aviation environment.' Aerlines, September 2006. 'Strategic management as a subject can be woolly and lack direction; however, this is not generally the case here, as the authors have attempted to take strategic management theory and apply it to the airline industry, and for the most part they have succeeded. It will certainly be added to the reading list for upcoming aviation management cohorts at Cranfield.' - Journal of Airport Management, Jan - Mar 2007 'For those new to the business world, the carefully-explained business models (five forces, value chain analysis etc) provide the essential hooks on which to start from scratch.' Mike Render, Aerospace Professional, December 2006

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