consultancy report independent-study project
TRANSCRIPT
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Management Consultancy Report: Independent-Study Project
A study of British Airways response to increased
competition from !udget-airlines
Contents
ACKNOWLEDGEMENTS 6
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ABSTRACT 7
1.0 INTRODUCTION 8
2.0 COMPANY DETAILS 9
2.1 INDUSTRY ANALYSES 9
"#$#$ AIR%I&' I&()S*R+ ,%BA%%+ .
"#$#" AIR%I&' I&()S*R+ I& ')RP' $/
"#$#0 AIR%I&' I&()S*R+ I& *1' )&I*'( 2 I&,(M $$
2.2 AIRLINE PROFILES 12
"#"#$ BA PR3I%' $"
"#"#$#$ Strengths $"
"#"#$#" 4ea5nesses $0
"#"#$#0 pportunities $0"#"#$#6 *hreats $6
"#"#" 'AS+ 7'* PR3I%' $8
"#"#0 R +A&AIR PR3I%' $9
3.0 RESEARCH PROGRAMME 18
.0 PROBLEM !UANTIFICATION 19
".0 PROBLEM RESOLUTION 23
".1 STEP 1 # IDENTIFY CONSTRAINTS 2"
".2 STEP 2 # DECIDE HOW TO E$PLOIT CONSTRAINT 26
".3 STEP 3 # SUBORDINATE AND SYNCHRONISE E%ERYTHING ELSE TO THE DECISION OF
STEP 2 28
". STEP # ELE%ATE THE PERFORMANCE OF THE CONSTRAINT 28
"." STEP " # RETURN TO STEP 1 IF CONSTRAINT HAS SHIFTED 28
8#6 COMPETITI%E STRATEGIES 29
".7 E$AMPLE AD%ERTISEMENT 29
6.0 FEASIBILITY STUDY 31
6.1 TECHNOLOGICAL 31
6.2 ECONOMICAL 31
6.3 LEGAL 31
6. OPERATIONAL 32
6." SCHEDULE 32
6.6 POLITICAL 32
7.0 DISCUSSION 3
"
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8.0 CONCLUSION 37
REFERENCES 38
APPENDI$ 3
A1.0 AIRLINE USE IN THE UK 3
A2.0 BRITISH AIRWAYS PRICE !UOTE LONDON TO MALAGA
A3.0 EASY &ET PRICE !UOTE LONDON TO MALAGA "
A.0 R YANAIR PRICE !UOTE LONDON TO MALAGA 6
%ist of 3igure
0
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F IGURE 1: EUROPE AIRLINES INDUSTRY GEOGRAPHY SEGMENTATION: % SHARE, BY
VALUE 2011. ADAPTED FROM M ARKET LINE, 2012B.######################################$$
F IGURE 2: T HE ATTRIBUTABLE PROFIT FOR THE YEAR FROM 1996 FOR BA. D ATA FROM
BRITISH AIRWAYS 199!" 199#" 1999" 2000" 2001" 2002" 200$" 200"
200&" 2006" 200!" 200#" 2009" 2010" 2011'######################################"/
F IGURE $: A (OMPARISON OF AIR FARES BETWEEN BA, E ASY )ET AND RYANAIR FOR A
RETURN FLIGHT FROM LONDON TO M ALAGA M AWER, 2011'##########################"9
F IGURE : AN E*AMPLE OF A MARKETING (AMPAIGN THAT BA (OULD IMPLEMENT AS A
RESULT OF THE APPLI(ATION OF THE THEORY OF (ONSTRAINTS##########################0/
%ist of *a!le
6
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T ABLE 1: GLOBAL AIRLINES INDUSTRY VALUE: + BILLION, 200!11. ADAPTED FROM
M ARKET LINE 2012 A '################################################################################.
T ABLE 2: UNITED K INGDOM AIRLINE INDUSTRY V ALUE 200!11. ADAPTED FROM
M ARKET LINE 2012( '.#############################################################################"$T ABLE $: UNITED K INGDOM AIRLINES INDUSTRY VOLUME: MILLION PASSENGERS, 200!
11. ADAPTED FROM M ARKET LINE 2012( '##################################################"$
T ABLE : A (OMPARISON OF FLIGHTS FROM LONDON TO M ALAGA BETWEEN BA,
E ASY )ET AND RYANAIR OUTBOUND FLIGHT ON 1ST AUG 201$" RETURN FLIGHT ON
2ND AUG 201$######################################################################################"
8
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A'()*+,-/--)I would li5e to e;press my sincere gratitude and than5s to all who ha than5 you#
9
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A45'British Airways in an institution synonymous with ,reat Britain# It is a ?ag
carrier that has transported royalty> and dignitaries ali5e= and carried the
lympic ?ame from ,reece to the )nited 2ingdom# 1owe BA faces a
growing threat from the rise of low-cost airlines such as Ryanair and
'asy7et# Posed with drastically lower face- BAs mar5et
share is falling# )sing the @*heory of Constraints> a solution is identied
in a new mar5eting campaign that would draw the customers attention to
the hidden charges not clearly ad BA is the cheaper option as its airfare is
more all-inclusi
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1.0 I)4*'*) *he purpose of this report is to identify a particular challenge or
opportunity facing a company# *he company that is the focus of this study
is British Airways BAD# *he particular challenge facing BA is the increasing
competition it faces from !udget airlines> and therefore the pressures it
places upon its !asic cost !ase#
*he report will !egin with a section on the company details# *his will
include a description of general !ac5ground information of BA and an
analysis of the a an in depth identication
and e;planation of the pro!lem BA faces as a company will !e included#
Section 0#/ will address the research programme for this project# *his will
include a detailed account of the methods that will !e used to in and a justication of each of these# Section 6#/ will include
the su!stance of this report> an in in sections #/ and F#/> all pre
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*his report will aim to strengthen the position of a leading glo!al airline>
steeped in history and legacy and contri!ute to BAs propulsion as a
strong player in the airline industry in the "$st century#
.
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2.0 C*5) D-5,
2.1 I)4 A)5,-
Garious analyses of the airline industry is necessary in order to
conte;tualise the pro!lem at hand# *he mar5et denition for the airline
industry states that it comprises of @passenger air transportation>
including !oth scheduled and chartered Mar5et%ine> "/$"aD#
2.1.1 A4,)- I)4 G,*5,,
*he airline industry glo!ally has shown @healthy growth in the years
leading up to "/$$> and is forecasted to grow further at a high rate in the
years up to "/$9# *a!le $ indicates the recorded growth mentioned here#
*otal airline industry re 2007?11 6#8T-/ 1: G/-/ -3/45 47583 -/7: + B//4, 200!11. A-;8 8L4 2012-'.
In addition to re growth is also measured !y passenger num!ers>
and in the period from "// to "/$$> passenger num!ers grew "#9 with
the strongest growth occurring in years "/$/J$$ I!id#D#
,eographic segmentation of airline industry
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represents the second highest region accounting for glo!al airlines#
*herefore> industry analysis within 'urope is also necessary#
2.1.2 A4,)- I)4 ) E4*-
3or the purposes of this report> the geographical area of 'urope includes
eastern and western 'urope#
4estern 'urope comprises Belgium> (enmar5> 3rance> ,ermany> ,reece>
Italy> the ðerlands> &orway> Spain> Sweden> SwitKerland> *ur5ey and
the )nited 2ingdom#
'astern 'urope comprises the CKech Repu!lic> 1ungary> Poland> Romania>
Russia and )5raine#
So therefore> $6 out of the " mem!er states of the 'uropean )nion are
included in this geographically dened area and out of the $$ mem!er
states in the 'uroKone area also# It is reasona!le now to assume the
impact the 'uroKone crisis has had on this geographic area# ' there
remains room for optimism for the countries that ha illustrated in 3igure $#
Mar5et%ine> "/$"!D#
$$
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$6
$0#"
$$#$
$/9#.
66#F,erman
)nited 2ingdom
Spain
Italy
3rance
Rest of 'urope
F?73 1: E73; -3/45 47583 ??3-;@ 5?=48-84: % 5@-3,
-/7 2011. A-;8 8L4, 2012.
*he NRest of 'urope segment therefore includes $6 countries#
*he study further details the major forces dri with degree of ri
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of the industry in "/$$# *here e;ists competition !etween British airlines>
with !udget airlines competing intensely on price with the legacy carriers#
3urthermore> the domination of the supplier mar5et !y Boeing and Air!us
add to the pressures at play on British airlines Mar5et%ine> "/$"cD#
*here e;ists a highly competiti Its headOuarters are in 1armondsworth> )2#
BA has a long history in a !eginning in $.$9 as Aircraft *ransport
and *ra "/$"dD#
2.2.1.1 Strengths
BAs strengths lie rstly in a strong mar5et position and !rand image in
the )2 and indeed the world too# BAs !rand places the company with a
strong competiti
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ha
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anticipated growth has a 5noc5 on eEect on increased consumer
condence> which pro
"/$"dD#
*he nal opportunity dened for BA is the re!ounded growth e;pected in
the )2 airline industry following a steep decline in "//.# *his growth was
shown pre in section "#$#0#
2.2.1.4 Threats
*he primary threat facing BA is from intense competition and discounted
prices# Mar5et%ine identies $$ competiti
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rising strongly# *his cost forms a signicant proportion of total e;penses
for BA and so reduces the companys re regulatory conditions= with an industry that is already highly
regulated> airlines must comply with a coc5tail of licences> conditions and
rules in order to operate# Any increases in these costs would raise tic5et
prices> reduce re negati the airline saw
huge growth> e;panding its operations !eyond just the )2 to 3rance and
Spain# By the year "///> the company was listed on the %ondon Stoc5
';change> just
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Its strengths lie in a strong mar5et position> competiti "/$0a: $D#
'asy7ets wea5nesses !ear resem!lances to other airlines gi "/$0a: "$D#
2.2.3 R5)54 P4*@,-
Ryanair operates as one of the main competitors of BA and as a low fare
scheduled passenger airline# 3rom its origin in $.F8> Ryanair has
e;perienced unprecedented growth with passenger num!ers increasing
from 8>/// to F">/// in their rst year of trading Mar5et%ine> "/$0!D#
$
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*he Mar5et%ine S4* analysis of Ryanair showed that its strengths lie in
its @distincti
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3.0 R--54'= P4*/45- *he research programme for this report will in therefore> information on the rise of !udget
airlines and competition to BA is
newspaper articles and news we!sites the follow the response of BA to the
threat of competitors and the successfulness of those responses#
Research will also stem from academic material> in particular journal
articles that specialise in the airline industry and are a!le to oEer useful
insight into the pro!lem at hand for BA#
Should it !e reOuired> senior management at BA is a
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.0 P4*,- !5)@'5*)%ow cost airlines emerged following deregulation of a and then !eing hit !y the
nancial crisis of "//F# *he growth of 'asy7et and the demise of prots at
BA coincided with the rise of another low-cost carrier competitor Ryanair#
It is clear> from sur
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-9//
-6//
-"//
/
"//
6//
9//
F//
Y-54
A45,- P4*@ ,,*)
F?73 2: T@ -88378-/ ;38
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A further pressure at wor5 on BA and other airlines are the passenger
num!ers> which was another 2007?11 /#/DT-/ 2: U48 K4?= A3/4 I47583 V-/7 200!11. A-;8 8L4 2012C'.
Y-54 M,,*) P5-)/-4 < G4*+=
2007 $$.#92008 $$#0 $#.D2009 $/F#9 #6D2010 $/6#. 0#6D2011 $/.#" 6#/CAGR> 2007?11 "#0DT-/ $: U48 K4?= -3/45 47583 /7=: =//4 ;-554?35,200!11. A-;8 8L4 2012C'
*here are
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*he reason for a strong presence of NSupplier Power is !ecause of a high
degree of supplier siKe and lac5 of su!stitute inputs I!id#D# Air!us and
Boeing form a @duopoly of suppliers of new jetliners I!id#D# 3urther to the
strength of suppliers are those who supply fuel# 3uel is a
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".0 P4*,- R-*,*)An early response to resol 7ohnson and &air> "/$$D# Casadesus-Masanell *arKijTn note that
within the airline industry> the perils of running such a !eing a full-ser
"///D# So here> e Paris and Barcelona were cut !y up
to 8/> and were made as @part of an o "//9D# Such a mo
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i!id#D# *he competiti
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the threat of decreased re the solution to any organisational pro!lem lies
within a framewor5 that employs @the 3i $.F.D# *hese steps are:
$# Identify the constraint"# (ecide how to e;ploit the constraint0# Su!ordinate and synchronise e
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In a BBC *wo documentary on low-cost airlines in the )2> the practices of
Ryanair and 'asy7et were in "/$0aD# *he programme
tells the inside story of Ryanair and 'asy7ets owners Michael %eary and
Sir Stelios 1aji-Ioannou> who @opened up new frontiers in the a to as5 @how much further can
these companies growV Stelios Q is trying to halt its e;pansion> while
%eary has just placed a massi the frugal and simplistic nature of operations at Ryanair and
'asy7et are identied and in !y transforming a
pro!lem into an opportunity and therefore a solution# *he constraint here
is the ercely competiti "/$$D> a comparison of BA> 'asy7et and Ryanairs total price
for a return ?ight from %ondon to Malaga# 3igure 0 shows a comparison of
fares !etween the airlines#
"
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F?73 $: A C=;-354 < -3 that Ryanairs fare is a!out
$6 cheaper# 1owe the nature of a !udget airline> !eing Nno-frills
comes in to play in this e;ample# 4hile BAs price includes e;tras that
would ma5e the ?ight more enjoya!le and easier> 'asy7et and Ryanairs
price is only that of transporting the passenger from point A to point B>
and just that# So> to compare the ser BAs price remains
the same> howe
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present in the price comparison site> so its fares were collected directly
from its we!site# See appendi; for list of additional fees for Ryanair#
B4= A4+5 E5&- R5)54O4/)5, F54- 279.9 238.98 286.32
R--4-
-5)/
/ 0 $8
C=-'( ) *)-
5/
/ 06 $6/
R--45*)
--
/ $/ "/
N-+ F54- 279.9 28".98 61.32
< '=5)/- / "/ 9$T-/ : A C=;-354 < ?@85 the constraint identied in the pre
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".3 S- 3 # S*4)5- 5) )'=4*)- --4=)/ -,- * =-
-'*) * S- 2
In this step> it is essential for BAs operations to wor5 to support the
constraint> and therefore the solution to the constraint# Constant research
should !e conducted into competitors fares so as to maintain an informed
and up to date perspecti
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*raditionally> BA has had a diEerentiation strategy as a legacy carrier>
steeped in tradition> history and momentous moments# *he strategy is
indeed with the lympic 3lame !eing
?own from ,reece to the )2 on a BA plane#
1owe in an industry as and where there e;ists
constant and high competitor pressures> multiple competiti
"/$$:""6D#
As has !een esta!lished esta!lished> BA ha operations should wor5 now to
include the cost leadership aspect in BAs strategy# It has !een identied
that BA does possess cost leadership when it comes to
and no hidden charges see sections 8#$-8#8D#
So> in continuation and e;pansion of the cost leadership strategy> BA
should see5 eUcient facilities and cost reduction strategies to strengthen
the competiti
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0"
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F?73 : A4 -=;/ < - =-3>84? C-=;-?4 8@-8 BA C7/ =;/=48 -5 - 357/8 < 8@ -;;/C-84 < 8@ 8@3 < C4583-485
*he ad Illustrator and Photoshop#
6.0 F-5, SA useful manner in which to conduct a feasi!ility study of the pro!lem
resolution dened in section 8#/> is their *'%SP acronym for project
management> which stands for @technological= @economical= @legal=
@operational= @schedule and @political *aylor> "//D#
6.1 T-'=)*,*/'5,
@Some research studies reOuire a le
electronic de eOuipmentD that may need to !e tested or de "//: $F.D# 4ith regards to the feasi!ility of a new mar5eting
position> the technological resources reOuired to include @
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the economic !enets of the pro!lem solution specied in section 8#"
would !e plentiful#
6.3 L-/5,
As *aylor notes in her article> @this is an increasingly litigious world>
coupled with the highly competiti the legality of the strategy should !e of
paramount importance and therefore lawyers should !e consulted
throughout the process# Perhaps a dialogue with the Uce of 3air *rading
would !e of !enet to the process> in order to minimise the success of
o!jections raised !y competitors to BA#
6. O-45*)5,
*his aspect of feasi!ility analysis can often !e o "//D# Management at BA must !e prepared to
ensure that wor5 practices and procedures are adeOuate to meet the
demand of this new
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time> the new mar5eting strategy may !e e;tended on a company wide
scale#
6.6 P*,'5,
*his aspect of feasi!ility analysis states that research should !e carried
out to consider whether the project will @ha "//: $./D# ! it should !e o!
with Asdas recent promotion on ha in which
their *G ad
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7.0 D'*) *his management consultancy report was written independently of BA>
and e;amined the emergence= rise and impact low-cost airlines such as
'asy7et and Ryanair ha the eEects of the
,reat Recession on the glo!al airline industry saw a -$8#9 decline for the
year following the crisis# 1owe the industry did return to growth and
for the period of "//-$$> growth of 6#8 was recorded#
A more specic analysis on the airline industries in 'urope and the )nited
2ingdom further strengthened the typical !eha
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carriers> due to the competiti whose eEects are still !eing felt today particularly in
'uropeD= price is a major factor for consumers when choosing which airline
to ?y with# *herefore> comparisons !etween BA and their leading !udget-
airline competitors were reOuired# Ryanair and 'asy7ets prolic rise in the
airline industry pro
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Perse
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easy for consumers to !e con this report was tas5ed with underta5ing an independent-
study project of an organisation that faced a particular pro!lem> and then
e
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*his realisation would ser
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R--4-)'-
Asda# "/$0> "6th 7ulyD# A5- (@-44/ 4 Y787# *he lowest prices on
fuel> wee5 in> wee5 out# Retrie from http:JJnews#!!c#co#u5J$JhiJ!usinessJ$//."F0#stm
BBC &ews# "//"D# E-5)8 75 G
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
reportsannual
British Airways# $..FD# 199!# A447-/ R;38 # Retrie
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British Airways# $...D# 199#9 A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
reportsannual
British Airways# "//$D# 200001 A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
reportsannual
British Airways# "//6D# 200$0 A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
reportsannual
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British Airways# "//9D# 200&06 A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
reportsannual
British Airways# "//FD# 200!0# A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
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British Airways# "/$/D# 200910 A447-/ R;38 # Retrie
from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-
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Casadesus-Masanell> R# *arKijTn> 7# "/$"> 7anuary-3e!ruaryD# 4hen ne
Business Model Isnt 'nough# H-3-3 B75455 R# Retrie from http:JJh!r#orgJ"/$"J/$Jwhen-one-!usiness-
model-isnt-enoughJ
60
http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://hbr.org/2012/01/when-one-business-model-isnt-enough/http://hbr.org/2012/01/when-one-business-model-isnt-enough/http://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://www.iairgroup.com/phoenix.zhtml?c=240949&p=irol-reportsannualhttp://hbr.org/2012/01/when-one-business-model-isnt-enough/http://hbr.org/2012/01/when-one-business-model-isnt-enough/
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