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dc.contributor.authorKimes, Sheryl E.
dc.contributor.authorYoung, Franklin S.
dc.date.accessioned2020-09-12T21:09:38Z
dc.date.available2020-09-12T21:09:38Z
dc.date.issued1997-01-01
dc.identifier.other9491623
dc.identifier.urihttps://hdl.handle.net/1813/72195
dc.description.abstractUnited Airlines designed the Shuttle by United to compete in the short-haul air service market. Up to mid-1994, United had been steadily losing market share in the short-haul markets to new carriers with lower costs. It seized an opportunity created by an employee buyout through an employee stock ownership plan (ESOP) to reestablish itself as a competitor in those markets. Using a combination of market research, employee teams, and process analysis, United reduced its costs by 30 percent, increased plane utilization, and cut turnaround time in half from its existing air service. Its efforts have resulted in higher customer satisfaction, improved market share, reduced costs, and increased profitability.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © INFORMS. Final version published as: Kimes, S. E., & Young, F. S. (1997). The shuttle by United. Interfaces, 27(3), 1-13. doi: 10.1287/inte.27.3.1 Reprinted with permission. All rights reserved.
dc.subjectUnited Airline
dc.subjectservice markets
dc.subjectmarket share
dc.subjectemployee stock ownership plans
dc.titleThe Shuttle by United
dc.typearticle
dc.relation.doihttps://doi.org/10.1287/inte.27.3.1
dc.description.legacydownloadsKimes50_The_Shuttle_by_United.pdf: 440 downloads, before Aug. 1, 2020.
local.authorAffiliationKimes, Sheryl E.: sek6@cornell.edu Cornell University School of Hotel Administration
local.authorAffiliationYoung, Franklin S.: United Airlines


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