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"The airline industry has been challenged, during the last years, by the opening of the European market, the adjustments required to deal with the new competitive environment and the pressure of the US open skies strategy. European airlines have developed innovative strategies in order to adapt themselves to market growth and competition challenges. During the last decade they have achieved considerable productivity improvements, which now permits the sector to create new jobs. However they still suffer from relative structural fragmentation and financial fragility when compared to their main competitors, notably North-American carriers.Liberalization and globalization make the market increasingly competitive and require airlines to undertake large restructuring efforts. European Commission authorized state aid as a one-off measure to help national carriers to restructure during the transition to the liberalized single market. This transition is now over. The airline industry suffers from the same handicap as other industries in Europe, justifying general initiatives enhancing the efficiency of the economic environment.The 11 September 2001 Tragedy no matter terrible should be identified as a one-off event and not a structural crisis. Air France wanted to act quickly while at the same time taking measures that could be easily reversed when needed. It needed quick action while at the same time avoiding over-reaction. Air France announced an adjustment plan on 18 September. which included among other things a freeze on hiring, a reduction in capacity and a number of cost-saving measures. Air France constantly shifted Its capacity regionally as it betted on the fact that the strength of Its hub, Paris/COG 2, allows it to resist the downturn and attract customers to Paris, thus gaining market share.By the end of November, instead of a growth forecast of 7% over the winter of 2000, Air France had the results stabilized and the winter of 2001 was on the same level as the year before. The capacity reduced less than others but the load factors and the yields, whereas the figures for the European airlines were down 10% and even worse ¡n the U.S.In general, and despite the huge financial losses it incurred, the European airline industry reacted much better this time than during the Gulf War crisis of 1990-91. This is largely due to greater flexibility in managing capacity and to a certain self- imposed discipline, which avoided a potentially disastrous fares war. In the end the fare structure might be imposed instead, which basically covered the costs.Though for some other airlines still questionable, the alliances played an important role in helping Air France manage the crisis. In spite of some initial problems between European and U.S. carriers due to what was perceived as dumping practices on the part of the Americans, at a later stage a dialogue was possible on the issue of fares, thus avoiding much heavier losses. In this case, Air France was able to talk to Delta on these Issues after receiving antitrust immunity in January. In the future, the alliances may play an even larger role in minimizing the impact of such event, market slowdown, or even economic turndown.Overall revenue figures for the industry are still down in the largest markets. There is still a depressed demand in the U.S. We are also facing additional costs as a result of 11 September, in particular ¡n the areas of security and insurance. Just in terms Of insurance, Air France is facing an annual cost increase of around US$100m.Airline industry apparently cannot cover its capital costs. The authorities seem to realize it but they easily forget it as soon as the routines clock back. Unfortunately, if traffic decreases, the airports and the air traffic control authorities immediately increase their charges in order to compensate for lost revenue. There a great imbalance amongst player in the air transport industry.Part of the blame for this, of course, lies within the industry. The low-cost carriers, for instance, while playing a useful role in opening up a new market segment to aviation are also damaging the industry as a whole. Their product is different, they occupy a niche of their own but in their communication they imply.Air France practiced renegotiation, delivery delay, and restructures operating lease, which enables itself to withdraw aircraft from the fleet without being financially penalized. 11 September obviously spurred the airlines to slightly alter their plans and at least to anticipate some measures. Nine A310s were withdrawn from the fleet of Air France nine months ahead of time. They will be replaced by A330-200s. Two 747-200s and one 767 were withdrawn from long-haul operations, while in the medium-haul sector operating leases on three A321 s and one 737-300 were not renewed. The use of short-to-medium term operational leases has given Air France great flexibility in times of crisis. It seems that Air France learned the lesson of 1991 when it received brand-new aircraft that ended immediately parked iri the desert.Strategic alliance is considered to have helped in avoiding cost increases, and building synergic complementary network. Through a code share, one could double a frequency without any spending. This means altogether substantial investment savings. On the cargo side, SkyTeam, for example, has developed frreaChiflg synergies between Air France, Delta and Korean.The alliances are still a very young phenomenon and they have not yet expressed all their potential. Common marketing strategies might do the trick, while preserving the identity and ¡mage of each partner, will also fosters the growth of the SkyTeam brand. The alliance has made much progress over the past three years and the antitrust immunity granted in January will lead to a qualitative jump in its partner relationship."

"The global financial and economic shock of 2007-09 is the third major economic crisis to have buffeted Cambodia in its post-conflict period, coming in the wake of the food crisis of 2007-08 and just a decade after the Asian financial crisis of 1997-98 (the "triple crises"). Cambodia's post-conflict history can be divided into two periods: 1991-98, referred to as the early phase of transition during which the first of the triple crises, the Asian financial crisis, occurred; and 1998 to the present, the late phase of transition during which the food and economic shocks transpired. A stocktake of the developments in Cambodia's post-conflict history suggests that the country has come a long way in reinstituting the foundations of a capitalist economic and procedural democracy but has yet to make significant headway in economic sophistication and substantive democracy. The triple crises were different, yet had similar characteristics. They were all exogenously-driven shocks with their own specific causes but their effects were shaped by the country's situation at the time."

"ABSTRAKStrategic Alliance is becoming more important ¡n the globalization era,moreover in the rapid changing technology and greater complexity of process andservices in the business world. Two or more companies with their different corecompetencies could establish a strategic alliance in order to achieve a synergy and toposition themselves as a Competitive company in the market. A comprehensiveunderstanding of Strategic Alliance is presented ¡n Chapter 2. Indonesia as one of the emerging countries ¡n Asia has attracted manyinvestors from different countries. This includes an attractive investment in theproperty industry which experienced booming in 1990 and 1994. The propertymarket in Indonesia particularly in Jakarta has experienced a tremendous growthsince the last five years. This is due to the rapid increase of foreign direct investment(FDI) inflow to Indonesia. A Joint Venture as a form of Strategic Alliance is partnership between twoparties or more. They may establish either fifty-fifty or unequal equity partnership.This study is to elaborate a 50-50 or an equally equity Joint Venture process betweenPT. Z and a foreign investor in property development which is often viewed as aproblem in voting. The purpose of this study is to elaborate a 50-50 Joint Ventureprocese between PT. Z, a local property developer and a foreign investor. As aguidelines a sequence process of joint venture is provided. PT. Z is a medium sized property developer which prefers focusing on a nichemarket. PT. Z has operated a good quality and international standard rentalapartment in South Jakarta. It is performing very well In terms of income andoccupancy level. PT. Z has also acquired a parcel of land in the Jakarta?s CBD areaand keeps it for future development. The shareholders of PT. Z have realized thatthey have a limited capital resources to build the office building. Raising a new loanwill not be possible as the company has already a very high leverage. Havingconsidered all factors by using SWOT analysis, PT. Z will use high value of theapartment to seek foreign partner who can bring new equity to the company. PT. Zoffers 50% equity partnership to the incoming foreign partner. The HIC-SEA (Holding Investment Corporation for South East Asia) is asubsidiary of a large prominent European-based multinational company. The HIC-.SEA isinterested in investing in the property market in the region and will manage propertyportfolio in South East Asia countries including in Indonesia. The HIC-SEA is registered inBermuda and has chosen Singapore as a regional base operation. A WIN-WiN negotiation could be implemented in achieving a joint ventureagreement because both parties will work together for a long term period. Building afoundation for negotiation should be based on similarity of offer/requirements, thenmoving up to negotiate differences in order to achieve WiN-WiN situation.There are several key issues in structuring a 50-50 JoInt Venture such as controland managent, buy-sell provisions In relating to a deadlock resolution in the JointVenture Company. The Joint Venture Company should limit the number of Board ofCommissioners and Board of Directors members in order to speed-up the decisionmaking process. Business plan for the Joint Venture Company should be preparedcarefully to avoid misunderstanding between the two parties. A summary of the joint venture process is as follows: 1. Set-up the objective of doing joint venture 2. Do valuation of the subject properties 3. Arrange all legal documents such as land thle, building permit, artides of association. 4. Do feasibility study for a proposed project and/or prepare property report including investment proposal (e.g. how many percent the shares participation is offered) 5. Set-up criteria for the foreign partner(s) 6. Prepare the agenda for a WiN-WIN negotiation 7. Go through the due diligent process 8. Legally binding agreement"

"ABSTRACTIn Year 2011, heavy equipment sale reached 17,360 units or growth 47% year by year. In 2012, heavy equipment sale is expected to reach 210,000 units, growing 21% compared to 2011. This condition will be impact to the needs of component or spare part for heavy equipment, especially for filter part. Capturing this opportunity, PT Andalan Multi Kencana and PT Astra Otoparts Tbk has made strategic alliance since the end of 2010. This thesis is about analyzes why this strategic alliance cannot capture that opportunity and how to improve the strategy alliance between them. Besides of that, this thesis also analyze the new types of strategy alliance can be adopted by PT Andalan Multi Kencana and PT Astra Otoparts Tbk to enlarge the market size in amount. The analysis will starts from defining external environment and find the opportunities and threat that lie within. Besides of external environment, internal environment also has to be defined to capture the strength and weakness that company has. Using SWOT analysis, strategy can be defined based on all opportunities, threat, strength and weaknesses."

"In six chapters, this book engages in detailed discussions on these subjects as they unravelled in events of recent years. The issue of safety is addressed first, following an introduction of the regulatory regime covering the four issues. Within the area of safety, the book covers such areas as safety management systems, safety and aeromedicine, safety and meteorology, the use of airspace, unmanned aircraft systems and safety oversight audits. In the security area, subjects covered include cyber terrorism, the integrity of travel documents, full body scanners, civil unrest and aviation, the suppression of unlawful acts on board aircraft and the financing of terrorism. The chapter on the environment focuses mainly on climate change - particularly on carbon credits, market based measures, the carbon market and emissions trading schemes and their effect on air transport. Finally, the chapter on sustainability discusses in detail market access along with such issues as slot allocation, open skies, the use of alternative fuels as an economic measure and corporate foresight. The concluding chapter wraps up with a discussion on where air transport is headed. "