英语论文网

哈佛商学院9-594-001
牧师1994年5月11日
史蒂芬C.迈克尔和Alvin J.丝绸为基础，课堂讨论，而不是说明准备这种情况下，无论是行政的有效或无效处理。他都感谢罗伯特·多兰意见和建议。
版权所有©1993年由总统和哈佛学院研究员。订购或申请许可，复制材料，请致电1-800-545-7685或写入哈佛商学院出版社，波士顿，MA02163。本出版物的任何部分进行复制，在检索系统中存储，用于电子表格，或以任何形式或任何手段。

Harvard Business School 9-594-001
Rev. May 11, 1994
Steven C. Michael and Alvin J. Silk prepared this case as the basis for class discussion rather than to illustrate either
effective or ineffective handling of an administrative situation. The authors are indebted to Robert Dolan for his valuable
comments and suggestions. https://www.51lunwen.org/mgjingji/
Copyright © 1993 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.
美国航空公司的价值定价（A）
1992年4月9日在新闻发布会上，董事长，总裁兼首席执行官的美国航空公司，美国最大的运营商，罗伯特·克兰德尔，发表声明如下：
我们有一项重大的战略要发布的消息，其中有如下说明
非常基本的真理：没有工业，没有一家公司都不能忽视变化，在航空业，这是根本就没有工作，我们已经说过了一段时间，我们的效率是太低了，但传统的解决方案，是把高于市场价的票价和市场变化相对应起来。
American Airlines' Value Pricing (A)
At a press conference on April 9, 1992, Robert L. Crandall, chairman, president and CEO of American Airlines, the U.S.’s largest carrier, made the following statement:
We have a major strategic announcement to make, one which recognizes a
very fundamental truth: no industry and no company can afford to ignore change. . . .In the airline business, which is simply not working as it should, change is clearly needed. . . . We have said for some time that our yields1 are too low, yet the conventional solution, higher and higher full fares and an ever-growing array of discount fares surrounded by an ever-changing plethora of restrictions, simply does not work. . . . In our unsuccessful pursuit of profits, we have made our pricing so complex that our customers neither understand it nor think it is fair. . . . We
absolutely must find a way to bring value back to air travel. . . . By moving to a new approach, which emphasizes simplicity and equity and value, we hope to regain the good will of our customers. We think our new system is both logical and fair and because it offers our customers both lower prices and a greater flexibility that it represents great value. We call it Value Pricing. . . . It will give our customers a better deal, it will increase our revenues and it will help restore both American and the U.S.
airline industry to profitability. Among its other virtues, our value plan will stimulate business travel and thus overall U.S. economic activity. Getting business travelers back in the air, selling, seeing their customers face to face, hunting up deals,will, in our view, do a lot to get our economy back on track.Value pricing represented a radical simplification of the complex pricing structure which had evolved over more than a decade following deregulation of the industry. Instead of selling seats at a
dozen or more different prices on any given flight, henceforth American would offer only four kinds of fares: first class, regular coach, and two discount coach fares requiring purchase of the ticket either
7 or 21 days in advance o本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。