How Can EasyJet Continue to Maintain its Profitability and Market Share in the Low-Cost Airline Sector?

1.0 Introduction

1.1 Background

The low-cost airline business model, sometimes referred to as the “no frills model”, has been a topic of interest and study by several scholars and researchers. It is undeniable that the introduction of the low-cost airlines model revolutionized the airline industry, particularly with regard to increasing the competitive intensity in the overall airline industry (Alamdari & Fagan 2005). Besides competitive intensity, the airline industry is typified by high levels of dynamism and complexity, which implies that airlines have to constantly respond to changes taking place in the industry in order to remain competitive. Ever since its inception, the commercial airline industry has reported unanticipated ups and downs. For instance, constant changes in the aircraft technology, huge capital investments and the changing priorities of governments are some of the challenges that airline companies have faced while struggling to stay aloft. However, with the increased competitive intensity, aggressive price cutting among airlines in both America and Europe, and new entrants, a few of the durations of change have been able to transform the airline industry (Alamdari & Mason 2007). A case in point is the onset of the low-cost airline business model, which is a now a huge threat to the incumbent airline operators, which are less likely to survive the wave of the low-cost airline business model. The future direction of the industry following the shakeout introduced by the low-cost carriers is still unclear; however, one this is certain: airline passengers are being presented with a myriad of more alternatives and better prices. In this regard, airline companies must position themselves strategically in order to attain and maintain a sustainable competitive advantage and market share (Flouris & Oswald 2006).

When the low-cost airline business model was first introduced in Europe following its liberalization of domestic airline market in 1997, EasyJet and Ryanair, overtly imitated the American budget airlines such as AirTran and Southwest Airlines. The fundamental attributes of the low-cost airline business model include no frills onboard, utilization of cheap secondary airports, fast turn-rounds, one type of airplane fleet, and the use of enticingly low fares. However, at present, there are clear-cut differences between the American and European low-cost airlines, which partly denote the maturity of the model America than in Europe (Alamdari & Fagan 2005). In addition, American low-cost airlines are beginning to move up-market with regard to the service quality whereas the European low-cost airlines are moving persistently towards a down-market trend in terms of the same. In the wake of this state of affairs and the relative immaturity of the low-cost airline business model in Europe, it is undeniable that low-cost airlines such as EasyJet have to revise their strategic approaches if they are to remain competitive, lest they face the fierce competition emerging from their mature American counterparts (The Economist 2004).

In addition, Hunter (2006) asserts that the low-cost airline business model may be a mature model in America; however, the market is still typified by fluctuation. Since 2001, the largest low-cost airline companies in the United States have cut costs and lessened their capacity by 20% as they struggle to remain solvent financially. Alamdari & Mason (2007) asserts that the low-cost airline business model is intrinsically challenging; for instance, even with an increase in the number of passengers, the revenues do not increase owing to the fact that prices cannot be raised. In the wake of the dramatic increase in the prices of jet fuel, low-cost airlines have attempted to increase their prices, an approach that has not been effective. Alamdari & Fagan (2005) maintains that for a low-cost airline business model to be successful in terms of profitability and market share, such companies have to ensure that they exploit the cost advantages associated with the model. In the light of this view, EasyJet, which is the primary focus of this research paper, should make use of a varied business model for the low-cost airline model. In this regard, this study seeks to explore the various ways through which EasyJet can continue to maintain its profitability and market share in the low-cost airline sector (Alamdari & Mason 2007).

1.2 Rationale for the Study

Organizational growth is a key requirement in the meeting the needs of the present business context that is characterized by intense complexity and dynamism. As such, organizations are supposed to establish appropriate growth strategies in order to upbeat the competitive and dynamic business environment in the present times. A recent trend that compels organizations to develop organizational growth strategies is the aspect of globalization and liberalization. This implies that the adopted strategies should suit the organization in order to facilitate the realization of sustainable growth and foster business continuity in a competitive business environment (Dess & Lumkin 2009). The effectiveness of the adopted strategies normally depends on the commitment of the organization towards the realization of organizational development. There are numerous organizational growth strategies that an organization can adopt depending on factors such the scope its operations, financial constraints, and organizational structure (Duane & Hitt 2009). In the light of this view, organizational growth for EasyJet can be viewed in terms of profitability and market share; therefore, this study will provide an insight on the strategies that EasyJet can use for growth in a competitor environment, which in this study, is the dynamic and turbulent low-cost airline sector.

In the wake of the varied models of the low-cost airline business model and the increasing competitive intensity from American budget airlines, EasyJet needs to craft an appropriate business to counter this competition and adopt a unique low-cost airline business model in order to maintain its profitability, market share and competitiveness. Therefore, this research will provide insights that EasyJet can use to develop an effective low-cost airline business model to address the current challenges associated with linked to the model. In addition, this research will play an instrumental role in helping EasyJet’s business model to attain a maturity level that matches the American budget airlines, which will help in the positioning of EasyJet as a major competitor relative to its American counterparts.

1.3 Research Aims

            The primary aim of this study is to explore the various strategic alternatives that EasyJet can use to maintain its profitability and market share in the low-cost airlines market. In order to achieve this research aim, the following objectives will be used:

1. To analyze the current
2. To explore the available strategic options that EasyJet can utilize to ensure its growth in the low-cost airline sector;
3. To make specific recommendations for EasyJet as regards its growth in the competitive and dynamic low-cost airline sector;

1.4 Research Question

How can EasyJet continue to maintain its profitability and market share in the low-cost airline sector?

2.0 Literature Review and Conceptual Framework

2.1 The Low-cost Airline Business Model

According to Alamdari & Fagan (2005), there is no unifying description of the low-cost business airline business model since different airlines are using a varied form of the model; however, there are some common attributes among the low-cost airline carriers. Francis et al. (2005) asserts that low-cost airlines offer relatively low fares because of the cost advantages linked to their strategies, which aim at eliminating costs in production and travel functions. (Francis et al. (2005) summarize the features of low-cost airlines using the following set of attributes:

a)      They do not offer a wide range of services associated with legacy carriers. Low-cost airlines are characterized by unbundling of services; drinks and foods have to be purchased on board; small allowances for free baggage; and use of cheap secondary airports among others.

b)      Low-cost airlines maximize on the utilization of the production factors. For instance, the aircraft turn-around times are minimized; they prefer less congested airports; cleaning of airplanes is only done once daily.

c)      Overheads are kept at minimum by using a single type of fleet of airplanes, which are usually cheaper to maintain.

d)     Low-cost airlines aim to maximize on the extra revenue gained from the sale of refreshments and payments for baggage.

e)      Low-cost airlines are known for hard bargains with their respective suppliers such as aircraft manufacturers; this is because they have a tendency of using a single type of fleet and airports.

f)       Low-cost airlines only provide a single type of class service aimed at simplifying the booking process and the handling of passengers

g)      Ticket booking are often dome electronically in order to cut costs

Comparisons point out that different low-cost airlines use different points of operational advantage. For instance, Ryanair relies significantly on short haul networks with no onboard services, and the use of secondary airports located around a base airport; this facilitates maximum use of the standardized airplane fleet and the crew without facing the challenges associated with the repositioning costs linked to on-line services and mixed distance, and congestion. Other low-cost airlines use a different form of this model and maximize on other operational advantages. For instance, EasyJet serves larger airports whereas the Air Berlin makes use of the frequent flier program (Alamdari & Fagan 2005).

2.2 The Present State of the Low-cost Airline (LCA) Industry

The initial strategy for most of the LCAs across the globe drew upon the business model introduced by the Southwest Airlines. However, with the number of LCAs increasing drastically, most of these LCAs have modified their low-cost business model in order to survive the increased competitive intensity (The Economist 2004).

2.2.1 Current Service Structure

            Flouris & Oswald (2006) asserts that the operational basis of all LCAs is the same, which places emphasis on offering the lowest price for customers by pricing lower than the legacy carriers. However, with the LCAs competing against each other for the same customers, some low-cost carriers have embarked on modifying their business strategy with the aim of standing out in the competitive industry, a strategy referred to as differentiation (Alamdari & Mason 2007). According to The Economist (2004), a company that adopts the differentiation strategy strives to develop a unique service or product with the aim of ensuring that the company stands out from its competitors. The differentiation strategy puts more emphasis on the development of a distinctive product or service or the development of a perception of a distinctive product that consumers are keener to compensate a premium for it or the firm can realize customer value from differentiating themselves (Dess & Lumkin 2009). If a business enterprise is not realizing customer value for its products or services, then it has not effectively implemented differentiation. An effective implementation of differentiation requires an organization to exploit the resources that enhance the responsiveness from their customers, quality product development and innovation. It is important to take into account that costs are a vital issue of concern during product/service differentiation because the costs associated with unique product/service development may turn out to be higher compared to customer value that the firm may realize from the strategy (Duane & Hitt 2009). An indicator that can be used to measure the effectiveness of the differentiation strategy is the loyalty of a consumer brand, for instance, the case of Rolex versus Casio watches. The principal argument under the differentiation strategy is that the firm should realize customer value or customer should be willing to pay a premium for a given product/service. According to (Dess & Lumkin 2009), the primary philosophy underpinning the differentiation strategy is that if a firm is able to differentiate its product/service in a particular aspect that customers value and simultaneously sustain their differentiation strategy, the performance of the firm in the industry will be “above average” relative to the rival firms.

The differentiation strategy has been effective in mature markets such as the US, where LCAs are striving to strike a balance between the full service and low-cost business models. According to Alamdari & Fagan (2005), nearly all LCAs in North America are offering some sort of in-flight entertainment, varied class systems and frequent flier programs. An inference from this observation is that LCAs in America are moving up-market while ensuring that they maintain a balance between the low-cost and the full service business model (Nag & Hambrick 2007).

On the contrary, LCAs in the European market such as EasyJet and Ryanair are still adhering to the conventional cost leadership business strategy with regard to the services that they offer. The low-cost strategy puts emphasis on operating at lower costs, but not essentially offering the lowest prices in the market (Alamdari & Mason 2007). An organization that aims at the realization of the low-cost strategy should focus on the use of resources that play an integral role in fostering its efficiency. The underlying principle is that an organization that has successfully implemented the low-cost strategy can have the lowest costs in comparison to its competitors. Therefore, an organization can use such a position to reduce its prices in order to increase its market share or maintain the current prices and increase its revenue per unit items compared to its competitors. The principal idea of the low-cost strategy is that cost and prices are not dependent, and the strategy puts a lot more on costs to achieve a status that it can use to foster competitive advantage or use lower costs to increase its profitability. The fact that European LCAs such as EasyJet and Ryanair following the conventional cost leadership strategy, it does not necessarily imply that they have not completely deviated of the original business model (Francis et al. 2005). Traditionally, LCAs have been based out of and operated into second tier (secondary) airports. However, EasyJet and Ryanair have deviated from strategy and are operating in hubs such as Manchester, Gatwick, Dublin, Geneva International, Amsterdam, and Paris Charles de Gaulle among others. This approach to traffic movement is also evident among American LCAs as Southwest Airlines is operating its flights out of the Los Angeles International and providing connecting flights to other destinations in a manner that is similar to traffic movement adopted by a legacy carrier (Alamdari & Mason 2007).

2.2.2 Current Efficiency and Effectiveness of LCAs

The fundamental idea behind the use of the low-cost airline business model entails cutting costs with the primary objective of providing consumers with a low priced product lacking the essentials. LCAs can implement this strategy using a number of ways, which are explored in the following subsections (Alamdari & Fagan 2005).

2.2.2.1 Distribution

Since the advent of online ticket booking by Southwest Airlines in 1996, nearly all airlines have adopted the strategy of either lessening or eliminating the use of travel agents in distributing their products. According to Flouris & Oswald (2006), about 50 percent of ticket sales in the airline industry are done via the internet. For LCAs such as Air Asia, Ryanair and EasyJet, at least 80 percent of their ticket sales are done through the internet. Alamdari & Mason (2007) consider internet selling as the biggest invention that resulted in massive cost cuttings in the airline industry. Distribution costs take about 17 percent of the operating costs of airlines.

2.2.2.2 Fleet Utilization and Standardization 

Using the a single type of aircraft can result in substantial cost cuttings as regards maintenance and training, and can also result in substantial improvements in efficiency through providing greater flexibility for the crew. A direct indicator and measure of efficiency is fleet utilization, which can be about 80 percent higher than the legacy carriers can (Alamdari & Mason 2007). LCAs achieve high fleet utilization by using quick turnarounds, which increases the number of sectors that each airplane can operate within a given time. With regard to sector length, LCAs focus mainly on flying short haul routes that take less than 4 hours; as a result, an aircraft can do several sectors per day.

2.2.2.3 Human Resources

LCAs rely significantly on substantial reductions in the labour costs in various domains such as the outsourcing of ground handling. In addition, independent contractors in the aviation sector can be hired, which reduces the training costs. A study undertaken by Hunter (2006) to explore employment relations and the low airline business model reported that the management of LLC’s has produced a distinctive company atmosphere that places emphasis on the “us against others” state of mind; as a result, loyalty is developed for the employer. There are some instances where paternalistic mechanisms have been deployed to encourage loyalty in airlines such as EasyJet, JetBlue and Southwest airlines among others. This findings reveal that although employees working at LCAs are paid relatively less than their counterparts working in legacy airlines, their comradeship and organizational culture plays an instrumental role in resulting in a more efficient and effective operation.

2.3 The Future of LCAs

2.3.1 Adapting to Industry Changes

The change from the initial low-cost strategy towards new business models by LCAs across the globe can be attributed to the deregulation and liberalization of the airline industry, and the corresponding effects will be determined by the maturity of the low-cost market. For instance, in the US, there are clear indicators that well established LCAs such as Southwest airlines and JetBlue are integrating the differentiation strategy in their models; Flouris & Oswald (2006) considers this as a move aimed at driving away new LCA entrants in the market. Moreover, The Economist (2004) asserts that this will impose considerable impacts on legacy airlines and their subsidiaries.

The level of market maturity in Europe has not attained the level reported in the US (The Economist 2004). however, the establishment of bases in Europe rather than relying on second tier airports by EasyJet and Ryanair is a clear sign that these LCAs are gearing to lock new entrants in the market, particularly because of the fact that the European Union now perceived as a single aviation region where domestic LCAs can operate and compete against each other.

In emerging markets like Asia, Flouris & Oswald (2006) asserts that it will take some time before the LCA market attains maturity because of the restrictive attribute of the governments. Nevertheless, the surfacing of LCAs and the ensuing implementation of low-cost subsidiaries is a clear sign that the Asian airline industry is also headed for the low-cost airline model revolution. Just recently, Air Asia commenced its operations in Australia and is planning to expand to Europe using the long haul low-cost airline business model. Air Asia has also adopted a strategy for the inclusion of the premium class for passengers flying long haul. This indicates a shift from the conventional low-cost airline model towards a differentiated strategy (Alamdari & Fagan 2005).

2.4 Probable Future Outcomes in the LCA Industry

According to a Delphi study undertaken by Alamdari & Mason (2007) to forecast the future trends of LCAs, consumer behaviour and EU network carriers, the following scenarios were developed:

a)      The larger network airlines in Europe will be dominating the market using acquisitions and mergers;

b)      There will be need for smaller network carriers to look for a niche market or face the risk of being absorbed or driven out of the market by larger network carriers dominating the market;

c)      Dominant airlines will dominate the short haul operations into hubs;

d)     Business class passengers will place more value in the business class flights integrated in long hauls;

e)      Short haul business class will become defunct since many short haul business passengers will not be enthusiastic towards the service;

f)       Technology advancements such as web conferencing will reduce the demand for business class travellers; and

g)      Long haul leisure travel will exhibit more growth than the short haul leisure travel.

Basing on these predictions, Alamdari & Mason (2007) arrive at the following conclusions regarding the future of LCAs in UK and the larger European Union.

a)      The difficulty that network carriers face with regard to short haul travel will force network carriers to focus on long haul travel whereas short haul travelled will be provided by LCAs or their partner airlines;

b)      LCAs will be service at least 50% of intra EU traffic because network carriers will be making profits on short haul travel;

c)      There will be a consolidation of larger network airlines using alliances, mergers and acquisitions;

d)     Therefore, the number of LCA will reduce because of M&As.

3.0 Research Design and Methodology

In any form of research, there are two broad reasoning approaches, which include the inductive and deductive research approaches. According to Fisher (2007), deductive research approach makes use of a top down approach, wherein conclusions are derived from available facts. Fundamentally, deductive research entails analysis of the existing theory, formulating the hypothesis, observation, then conforming or refuting the hypothesis. In contrast, inductive research approach makes use of a bottom up-approach and is usually linked to the qualitative research method. Laurel (2003) infers that the inductive research approach plays an integral role in theory formulation and draws upon research questions or tentative hypotheses to achieve the research objectives. In the light of this, this study will make use an inductive research approach with a qualitative research method since the research begins with a research question and examines findings in order to detail various strategic objectives that EasyJet can use to maintain its profitability and market growth in the low-cost airline sector.

3.1 Research Paradigm

According to Fisher (2007), there are two main philosophical doctrines that can be used in social science inquiry; they include positivism and post-positivism, which differ in term of philosophical inquiry, research design, data collection ad design and view of causality.  According to Fisher (2007), a post-positivism research paradigm is typified by holistic, constructed and multiple realities and the inquiry process being value bonded. In addition, the scientific inquiry places emphasis on the study of several social realities and the study of cases. Given the context of this research, it is evident that the post-positivist research paradigm is the preferred approach.

3.2 Research Design

According to Fisher (2007), the research design is a general plan that outlines the steps needed to answer the research questions and achieve the study objectives. Ruane (2005) asserts that the research design entails structuring the investigation to specify the variables and determine their interrelationships; therefore, the research design provides an outline that functions as a guide for the researcher when gathering data for the study. In this regard, Fisher (2007) asserts that the research design can be either qualitative or quantitative or a combination of both methods depending on the research context and the structure of the research questions. On the other hand, quantitative research designs involve gathering and analyzing quantifiable data using statistical methods to infer conclusions from the findings.

Ruane (2005) perceives qualitative research as an inductive process of arranging data into groups followed by determining the relationships and patterns existing between the various data groups. From this definition, data and their relevant meanings draw upon the research context. Laurel (2003) further asserts that a qualitative study is a system of inquiry having the main objective of creating a holistic, narrative, and a broad description of the topic being investigated. A vital feature of the qualitative research design is that the method should lack delimitations, definitions and limitations imposed by the researcher; nevertheless, the researcher should gather data from respondents in their natural settings. It is apparent that this study is qualitative in nature; therefore, the qualitative research design will be used to assess the strategic alternatives that EasyJet can use to maintain its profitability and market growth in the low-cost airline sector. In addition, the data collected will be instrumental in making post hoc conclusions and will not rely on conclusions made by previous researchers and scholars.

3.3 Study Sample

According to Ruane (2005), sampling techniques allows the researcher to lessen the amount of data required by the researcher, wherein data is collected from a subgroup rather than all probable cases. Fisher (2007) recommends the use of probabilistic sampling since they help in enhancing the validity of the research and reducing biasness. In this regard, the sample size for this study will comprise of 1000 respondents selected randomly, who will comprise of experts in the Airline industry in the United Kingdom. According to Ruane (2005), this sample size (N=1000) is enough to guarantee the reliability of the study since it has a relatively low margin of error (0.032).

3.4 Data Collection Methods

Gathering data is a crucial prerequisite for any study since it plays a crucial role in influencing the success of the study by providing channels for inferring conclusions (Neuman 2003). This study relied notably on descriptive and statistical data because it utilized the probabilistic approach in assessing the use and effectiveness of corporate governance in the banking industry in Nigeria. Nardi (2003) points out that there are two main forms of data, which include primary and secondary data. Primary data refers to the data gathered by the investigator through a direct contact with the respondents, whereas secondary data is gathered from other researchers who investigated the similar aspects of the study (Laurel 2003). The fundamental research tools deployed in this study will include the questionnaire and structured interview, which included issuing well-structured questionnaires to respondents in the airline industry. Information obtained from the respondents was evaluated to answer the research questions and draw valid conclusions. This study utilized primary methods of gathering data, which included primary sources using structured questionnaires and interviews with experts.

Primary research is a data collection process that relies significantly on the acquisition of first-hand data from respondents (Neuman & Kreuger 2006). This can achieved using various tools such as focus groups, questionnaires, and structured and semi-structured interviews. According to Neuman (2003), primary data sources are some of the most effective methods of collecting data for study because the data gathered is raw and lacks manipulation, which is helpful in enhancing the accuracy of the results and affirming the validity of the research (Neuman & Kreuger 2006). Furthermore, primary research sources can be compared with the existing secondary sources to augment secondary data and find any potential deviations and trends. This study used questionnaires to gather primary data.

3.4.1 Questionnaires

Ruane (2005) defines a questionnaire as a “self-contained and self-administered instrument for asking questions.” This research will make use of electronic questionnaires mailed to the selected respondents/experts in the airline industry in the UK. The justifications for the use of questionnaires is because it will facilitate the collection of enormous amounts of data within limited timeframes and sizeable sample sizes, standardization of data, they are understood easily, and will provide adequate control for the research process. In addition, electronic questionnaires are relatively cheap and will facilitate follow up after being issued to respondents (Neuman & Kreuger 2006). The fundamental goal of utilizing questionnaires will be to encourage respondents to take part in the study, which will be achieved by the use of attention grabbing questions and visual aid representation to guarantee the precision of the questions. The questionnaire will comprise of open-ended questions and structured questions. Ritchie & Lewis (2003) assert that structured questions can be written using multiple choice questions, dichotomous questions and scales. Dichotomous questions were used in collecting fundamental data from respondents such as their position in the bank and work experience. Checklists will also be deployed in the questionnaire to collect discrete information from respondents. Ratio scales will also be incorporated in three-point scale between zero and three to denote the effectiveness of the strategic alternatives for EasyJet as derived from the review of literature. Open-ended questions were incorporated to provide respondents with the opportunity to express their views comprehensively.

3.4.2 Structured interviews

Structured interviews provide a large number of qualitative data. However, the limiting factor towards this approach is that interviews require researchers consuming a lot of time. The structured interviews will be carried by arranging to meet and hold discussions with the respondents.

3.5 Data Analysis

According to Richie & Lewis (2003), data analysis entails an examination, conversion and modelling of gathered data with the main purpose of highlighting helpful information to infer conclusions and support the process of making decisions. With regard to this research context, the role of data analysis will be draw conclusions and answer the research questions. The study will utilize both descriptive and inferential statistics to draw conclusions from the gathered data. Descriptive statistics will be helpful in summarizing and describing data by statistical variables like mode, mean, percentage and proportions in order to evaluate the patterns and trends arising from the collected data (Neuman & Kreuger 2006). The significant limitation associated with descriptive statistics is that it cannot be used in inferring conclusions; rather, they are used for describing data. Inferential statistics will be helpful in generalizing the data gathered during the study. Inferential statistics make use of statistical variables like standard deviation to make generalizations regarding the use and effectiveness strategic alternatives that EasyJet can use to attain profitability and market growth. The technique deployed that will be used to analyze data will entail both univariate and bivariate data analysis. Univariate data analysis involves assessing the distribution of one statistical variable at a time, whereas bivariate analysis entails the use of contingency tables for comparative analysis (Ritchie & Lewis 2003).

3.6 Ethical Considerations  

Any business research must put into consideration the various ethical and legal concerns associated with conducting a social research. Firstly, the questionnaire and interview questions will be devoid of sensitive questions. Most people fear for their views to be known and they seek confidentiality. The following is an outline of the ethical issues that this research will take into consideration (Neuman & Kreuger 2006).

1. The principle of voluntary participation: it requires that no correspondent will be forced into participating. In order to achieve these, the questionnaires will be issued only to participants who were willing to participate in the research study.
2. Preservation and anonymity of the respondents: all social research studies should aim at guaranteeing the anonymity and confidentiality of the respondents. No information gathered will be revealed to anyone under any circumstance. In addition, the questionnaires will not be asking the respondents their names and associated personal information.
3. The social research should guarantee no harm to participants and researchers before, during and after the research study. It is an ethical requirement of a social research study that the researcher should not put the respondent in a harmful situation through his participation in the project. All respondents will receive equal treatment without prejudice and will be informed the reasons for the research prior to their participation.

4.0 Timeline

period	Task
January
Week 1-week 2	Research on more literature and read them.
Week 3-week 4	Read on literature and make required notes
February
Week 1	Research on project management techniques
week 2	Make required consultations to matters pertaining the project
Week 3	Identification of potential research areas
Week 4	Gathering of necessary requirements for the research
March
Week 1	Design the questionnaire and interview questions.Establish Pilot questionnaires and interviews.
Week 2	Restructure and review questionnaire and interview questions.
Week 3	Draft the literature review and edit it.
Week 4	Collect questionnaires and make appointments of interviews.
April
Week 1	Write literature review.
Week 2	Revise the literature review and make necessary adjustments.
Week 3	Data collection through questionnaires and interview
Week 4	Continue with questionnaire and interviews.
May
Week 1	Analyse results of primary data.
Week 2	Analyse results of primary data.
Week 3	Write the research report
Week 4	Conduct thorough Proof reading.
Week 5	Submission of dissertation

 

References List

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The Economist 2004, Innovative and bold low-cost carriers have transformed the airline industry on both sides of the Atlantic. But are they now doomed to lose their momentum? , viewed 15 December 2012, <  http://www.economist.com/node/2897525 >.