20.500.12556/DKUM-38388 PROCES LIBERALIZACIJE ZRAČNEGA TRANSPORTA V EU IN V DRŽAVAH SKANDINAVIJE THE PROCESS OF LIBERALISATION OF AIR TRANSPORT IN THE EU AND SCANDINAVIAN COUNTRIES V začetnih fazah liberalizacije so na trgu letalskih storitev nastale spremembe: velikost in struktura omrežja letalskih linij sta se spremenila, prišlo je do znižanja cen, ker se je sprostil sistem oblikovanja cen, nastanek močnejšega razlikovanja storitev in uvedba novih storitev, nekatera podjetja so se specializirala za prevoze na daljših relacijah z uvedbo žariščnih letališč in njihovimi povezavami z obrobnimi letališči. Liberalizacija je ugodno vplivala na poslovanje prevoznikov. Pri nalogi upoštevamo različna izhodišča glede izvedbe procesa liberalizacije zračnega transporta v EU in v ZDA. Leta 1997 je odbor za civilno zrakoplovstvo začel odpravljati ovire v zračnem transportu ter dovolil popuste tudi na rednih linijah. Na nekaterih progah so zaradi morebitnega umika prevoznikov z majhnih trgov dovolili vstop in izstop prevoznikov. Vlada je sprožila reformo zračnega transporta, ki jo je ameriški kongres leta 1978 podprl in sprejel Zakon o deregulaciji zračnega prevoza. ZDA so bile prva država, ki je deregulirala zračni transport in kasneje so ji sledile tudi druge države. V osrednjem poglavju smo analizirali zračnega prevoznika SAS. Najprej smo predstavili prevoznika SAS, ugotovili smo, kakšni so cilji organizacije in kakšen je dolgoročni cilj prevoznika ter opisali smo poslovni področji prevoznika. Nato smo orisali razvoj prevoznika, od njegovih začetnih let do leta 2005. Pri notranji analizi smo prikazali mejnike v razvoju prevoznika, od leta 1940, do leta 2000. V nadaljevanju je opisana strategija prevoznika, kjer smo med drugim opisali tri segmente uporabnikov. Prav tako smo omenili SWOT analizo, ki pomeni prednosti, slabosti, priložnosti in nevarnosti prevoznika. Omenili smo tudi pozicioniranje prevoznika s specifičnimi strategijami za znamko SAS in ''Snowflake''. Temu sledi opis marketinškega spleta in nov poslovni model prevoznika SAS. Pri analizi zračnega prevoznika SAS, smo odkrili, da se potrošniki večinoma odločajo za vozovnice različnih razredov predvsem na podlagi cene in točnosti, ki sta zanje najpomembnejša dejavnika. V manjši meri vpliva na odločitev za nakup vozovnic udobnost potovanja. Konkurenčna prednost prevoznika SAS je, da je najbolj točen prevoznik v Evropi. Poslovni segment je sicer v upadanju, vendar se povečujejo potovanja na turistične destinacije. Morali bi obuditi blagovno znamko ''Snowflake'' s predstavitvijo nove identitete znamke, in sicer s sloganom: biti mlad in moderen, kar bi lahko dosegli s predstavitvijo pozicioniranja nove spletne strani Snowflake.com. In the early phases of liberalisation have occured on the market of air services the following changes: The size and structure of Aviation Lines Network have been changed, prices have been reduced, because the system for forming prices have been changed, formation of stronger diferentiation services and introduction of new services, some companies have specialised for transport on long distances by introduction of hub airports and their connections with marginal airports. Liberalisation had had good influence on economic operations of the airlines. In this seminar we have considered different starting-point as for realization the process of liberalization of air transport in the EU and USA. In 1997 Civil Aeronautics Board started to dismiss the barriers in air transport and allowed also discounts at regular lines. On some routes have been allowed, because of eventual retreat of the airlines from the small markets, for airlines to entry or get out. The government have launched a reform of air transport, which have been supported by American Congress and they have accepted an Act of Deregulation of Air Transport. USA have been first country that deregulated air transport and others countries have been soon followed. In the central chapter we have analysed an airline SAS. First we have introduced an airline SAS, we have found what are the goals of organization, what sort of long–term goal does have SAS and we have described two business areas of an airline. Then we have described the development of SAS, since their beginning years until 2005. In the internal analysis we have shown turning points in the development of SAS, from the year 1940 to the year 2000. In the continuation it is described strategy of an airline, where we have described three segments of users. Also, we have mentioned SWOT analysis which means Strengths, Weaknesses, Oportunities and Threats of an airline. We have mentioned the positioning of SAS with specific strategies for brands SAS and ''Snowflake''. Then it follows a description of marketing mix and SAS new business model. We have discovered from that customers mostly decide to buy a ticket different classes, above all because of price and punctuality, which are the most important reasons for them. In small size have influence on decision for buying tickets the comfort of travelling. The important advantage of carrier SAS is that is the most accurate air carrier in Europe. Business segments are declining, however travels to leisure destinations are increasing. The company should ''revitalise'' brand name ''Snowflake'' by presenting a new brand identity through slogan: ''Be young and modern'', which could we achieved by presentation of positioning new web page Snowflake.com. Ključne besede: Liberalizacija zračnega transporta v EU deregulacija zračnega transporta v ZDA analiza zračnega prevoznika SAS GATS in zračni transport novi poslovni model prevoznika SAS. Liberalisation of Air transport in the EU deregulation of Air Transport in the USA analysis of airlines SAS GATS and Air Transport SAS new business model. true true false D. Kociper Slovenski jezik Angleški jezik Delo diplomskega seminarja/zaključno seminarsko delo/naloga 2012-09-25 11:00:56 2014-08-04 14:03:31 2022-04-26 11:29:43 2021-04-20 03:17:00 2012 0 [Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 656.7 11771676 URN:SI:UM:DK:DFRPGVE6 UNI_Kociper_Danijel_2012.pdf UNI_Kociper_Danijel_2012.pdf 1 B28A3C89981BD734CDC8BF7C2ADD0E0E 95dca939b6d2b186dab0930e2f0ae8458799539bdb26f5fada4521d83442653a 7d1cd712-7c08-11eb-bb7a-00155d0001ca 20.500.12556/dkum/9e073038-eec4-45fd-892b-f8f98b7a6fde https://dk.um.si/Dokument.php?lang=slv&id=51274 Ekonomsko-poslovna fakulteta 0 0 0