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飛機維護產業國際競爭力策略之研究：印尼航空維修公司的案例 = A Stu...

國立高雄大學國際企業管理碩士學位學程

飛機維護產業國際競爭力策略之研究：印尼航空維修公司的案例 = A Study of International Competitiveness Strategy in Aircraft Maintenance Industry：The Case of GMF AeroAsia in Indonesia

Record Type:	Language materials, printed : monographic
Paralel Title:	A Study of International Competitiveness Strategy in Aircraft Maintenance Industry：The Case of GMF AeroAsia in Indonesia
Author:	戴丹妮,
Secondary Intellectual Responsibility:	國立高雄大學
Place of Publication:	[高雄市]
Published:	撰者;
Year of Publication:	2015[民104]
Description:	86面圖，表 : 30公分;
Subject:	none
Subject:	aircraft maintenance
Online resource:	http://handle.ncl.edu.tw/11296/ndltd/01744847460043132600
Notes:	104年10月31日公開
Notes:	參考書目：面83-85
Summary:	none Air travel has become the most reliable and the fastest growing means of transportation, connecting people all over the globe. GMF AeroAsia as one of the largest aircraft MRO (Maintenance, Repair and Overhaul) provider in Southeast Asia has huge opportunities to increase its market share and achieve sustainable profit growth by providing exceptional service on the ground. This study aims to identify the internal and external environmental factors that might affect the competitiveness strategy of the company and propose additional business strategies to strengthen its position in global industry.Based on the historical data combined with SWOT and cross-section strategy analysis, major findings indicate that (1) Through business transformation, continuous innovation, and sustainable development program, GMF AeroAsia could strengthen its competitive position among other world-class MRO, (2) GMF AeroAsia offers competitive maintenance costs 10-20% lower than other MROs in Asia and European countries, (3) Act as a ‘total maintenance solution’ MRO provider is one of its competitiveness strategy, (4) GMF needs to enhance employee productivity in order to ensure that its underlying profit growth is sustainable, (5) Without decreasing company performance and compromising safety, GMF should consistently implements cost effectiveness in all business lines, (6) Intensive market penetration to Middle East and Africa is essential.

飛機維護產業國際競爭力策略之研究：印尼航空維修公司的案例 = A Study of International Competitiveness Strategy in Aircraft Maintenance Industry：The Case of GMF AeroAsia in Indonesia
戴, 丹妮

飛機維護產業國際競爭力策略之研究：印尼航空維修公司的案例 = A Study of International Competitiveness Strategy in Aircraft Maintenance Industry：The Case of GMF AeroAsia in Indonesia / 戴丹妮撰 - [高雄市] : 撰者, 2015[民104]. - 86面 ; 圖，表 ; 30公分.
104年10月31日公開參考書目：面83-85.
noneaircraft maintenance

飛機維護產業國際競爭力策略之研究：印尼航空維修公司的案例 = A Study of International Competitiveness Strategy in Aircraft Maintenance Industry：The Case of GMF AeroAsia in Indonesia
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330 $a none Air travel has become the most reliable and the fastest growing means of transportation, connecting people all over the globe. GMF AeroAsia as one of the largest aircraft MRO (Maintenance, Repair and Overhaul) provider in Southeast Asia has huge opportunities to increase its market share and achieve sustainable profit growth by providing exceptional service on the ground. This study aims to identify the internal and external environmental factors that might affect the competitiveness strategy of the company and propose additional business strategies to strengthen its position in global industry.Based on the historical data combined with SWOT and cross-section strategy analysis, major findings indicate that (1) Through business transformation, continuous innovation, and sustainable development program, GMF AeroAsia could strengthen its competitive position among other world-class MRO, (2) GMF AeroAsia offers competitive maintenance costs 10-20% lower than other MROs in Asia and European countries, (3) Act as a ‘total maintenance solution’ MRO provider is one of its competitiveness strategy, (4) GMF needs to enhance employee productivity in order to ensure that its underlying profit growth is sustainable, (5) Without decreasing company performance and compromising safety, GMF should consistently implements cost effectiveness in all business lines, (6) Intensive market penetration to Middle East and Africa is essential.
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