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In March 1997, Barbara Cassani was asked to set up and run a no-frills European airline for British Airways. She was a rare breed in the world of British business: young, informal and American, she believed in doing things differently. Barbara took the 25 million pound investment from British Airways, turned profit in three years, led a management buyout and eventually sold the company to easyJet for an astonishing 374 million pounds, just four years after the company's launch.Go: An Airline Adventure charts the remarkable fortunes of a company that contributed so much, not just to the burgeoning low-cost airline industry, but to modern business culture. With a bright, fresh brand, a can-do attitude, an enthusiastic workforce and a commitment to customers, Barbara and her team set the standard for a new style of management. But it was not easy.
Zakup książki
Go: an airline adventure, Barbara Cassani, Kenny Kemp
- Język
- Rok wydania
- 2005
- Oprawa
- (miękka)
Metody płatności
Brakuje nam tutaj Twojej recenzji.
- Tytuł
- Go: an airline adventure
- Język
- angielski
- Autorzy
- Barbara Cassani, Kenny Kemp
- Wydawca
- Time Warner
- Rok wydania
- 2005
- Oprawa
- miękka
- Liczba stron
- 320
- ISBN10
- 0316726621
- ISBN13
- 9780316726627
- Seria
- Kategorie
- Ocena
- 4,1 z 5
- Opis
- In March 1997, Barbara Cassani was asked to set up and run a no-frills European airline for British Airways. She was a rare breed in the world of British business: young, informal and American, she believed in doing things differently. Barbara took the 25 million pound investment from British Airways, turned profit in three years, led a management buyout and eventually sold the company to easyJet for an astonishing 374 million pounds, just four years after the company's launch.Go: An Airline Adventure charts the remarkable fortunes of a company that contributed so much, not just to the burgeoning low-cost airline industry, but to modern business culture. With a bright, fresh brand, a can-do attitude, an enthusiastic workforce and a commitment to customers, Barbara and her team set the standard for a new style of management. But it was not easy.