Tuesday, January 31, 2012

How to get Free Airline tickets (details apply)

Are you ready for a vacation? What if the flight was free for you and a guest? That would be awesome. See if you qualify. tinyurl.com


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tinyurl.com ◄★★★CLICK This angry ex-travel agent will reveal the deepest, darkest secrets of the airline industry to show how you can obtain tickets at ridiculously low costs! Get access to the guide here tinyurl.com


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Monday, January 30, 2012

Eli Hacks YouTube Account - Cheap Tickets Canada

My Dad left his "Cheap Tickets Canada" YouTube account signed in so I am posting this funny video up as a joke HAHA its going to be so funny when he finds out! I am going to be famous!


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TOS #15 | Home Run Derby on Twitter, VW Autopilot, NASA Shuttle LIVE, 'Iron Man' Iron | Dads On Tech

BreakBumper.TV Home Run Derby Batters To Interact Live With Fans Via Twitter, Volkswagen's New "Temporary Autopilot" is Cruise Control on Steroids, Watch the Last Space Shuttle Launch Live, and Man Iron An Iron for Men that is shaped like a spaceship.


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Sunday, January 29, 2012

Saturday, January 28, 2012

Book Flight Tickets Online

best1stguide.com - Book Flight Tickets Online How to Find Cheap Discount Airline Tickets Online When you are searching online for cheap airline fares you'll need to know that booking early could be 1 of the best methods to save money. Generally in the event you wait until the last minute the fares will probably be a lot higher than buying your tickets early. You want to search web sites and compare prices simply because you will find always many different costs that you simply an choose from and most sites favor various airlines. Also you want to check the airlines web site on their own simply because in many cases they will have deals that are not published on third party journey sites. When searching online make sure that you do not get the very first fare that you simply see because it is extremely feasible that you will find other great offers out there. Many people use a journey agent to find discount airlines and since you don't need to spend them this can be a great choice for you as well. Remember that to find an excellent offer on an airline ticket you'll need to search to discover the best cost. Visit Us at: best1stguide.com


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Instant Flight Booking

Super Saver Offers On Air Tickets. Quality Service. Book Now & Save! Discounted airfares. Enjoy benefits Book in advance to take advantage. Book your hotels & holidays & get upto 25% off. Book Now! Pay only 10% now and rest at hotel. Compare price, user review & book. www.globaltravelbooker.com


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Friday, January 27, 2012

Patna City

The fastest growing and the second largest city after Kolkata in eastern India is Patna. It is the capital city of Indian State Bihar. It has developed very fast and today become the centre of attractions to business. After Delhi the city has been ranked number two in growth by World Bank. Today there are many industries that have set up their operation here.

It has a humid subtropical climate. In east India it is one of the oldest major centers of learning. Patna University is first in the state. India's most richly endowed libraries are also housed here. It has a very rich culture and heritage. This city is the home of tourist attraction. Fine example of the Mauryansa art is Didarganj Yakshi and may be this is the most famous piece of art. It has many things that make it apart from rest of the tourist destinations in the eastern India. It has many historical sites to visit like museum is known for its collections of statues and oldest fossilized tree of the world. Close to the museum there is Golgher. Gandhi maiden is the heart of this place. Best time to visit here is during October to March. Chatta is very famous festival celebrated 6 days before Diwali in city. Other must see places are Mahavir mandir, Pather ki Masjid, zoo, Kumhrar and many more.

How to reach:-

By road-

By national highway 30, 31 & 19 connect city to the rest part of the country. One can be here by buses and cars. There are regular buses to this place from different destinations. You can book your tickets online and save your money.

By train-

It is conveniently connected to all the major cities through train. It is on the New Delhi- Howrah (Kolkata) railway. Long- distance trains arrive at from all the major cities. You can book your tickets online and save your money.

By air-

The best and the fastest way to be here is by air. It is well connected to Delhi, Kolkata, Varanasi, Ranchi and Lucknow by flights. Domestic airport is in Patna known as Lok Nayak Jayaprakash Airport. There are daily flights from and to Kolkata and Mumbai. Airlines that operate here are Indian.

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Thursday, January 26, 2012

Chemtraiis and commercial airlines-VIDEO DOCUMENT.m4v

On my way to London flying from Athens airport E. Veniselos my camera caught chemtrails coming from Easy Jet and some other commercial flights! Many commercial flights have very cheap tickets and it was a wonder to me how they manage to keep their companies alive. Well, there is the answer: by making us dead! This has to stop!!! I am asking kindly all those who may have more info about this to contact me. Mostly the people who work in these or any other airlines to give me any kind of info and I pledge to keep their anonymity. It is their own people down there on earth and their silence is killing them! Think of your families, think of the innocent children and help us stop this genocide! And to all those who buy these tickets -think twice! You pay less money for a major crime!!!


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Southwest Airlines Operations - A Strategic Perspective


Southwest Airlines is the largest airline measured by number of passengers carried each year within the United States. It is also known as a ‘discount airline’ compared with its large rivals in the industry. Rollin King and Herb Kelleher founded Southwest Airlines on June 18, 1971. Its first flights were from Love Field in Dallas to Houston and San Antonio, short hops with no-frills service and a simple fare structure. The airline began with one simple strategy: “If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, people will fly your airline.” This approach has been the key to Southwest’s success. Currently, Southwest serves about 60 cities (in 31 states) with 71 million total passengers carried (in 2004) and with a total operating revenue of $6.5 billion. Southwest is traded publicly under the symbol “LUV” on NYSE.


* The first major airline to fly a single type of aircraft (Boeing 737s)

* The first major airline to offer ticketless travel system wide including a frequent flier program based on number of trips and not number of miles flown.

* The first airline to offer a profit-sharing program to its Employees (instituted in 1973).

* The first major airline to develop a Web site and offer online booking. In 2001, about 40 percent ($2.1 billion) of its passenger revenue was generated through online bookings at [http://www.southwest.com]. Southwest's cost per booking via the Internet is about $1, compared to a cost per booking through travel agents of $6 to $8.

Key competitive advantages:

* Low Operational costs / High Operational Efficiency

* Award winning customer service

* Human Resource practices / Work culture

Operations Analysis – Competitive Dimensions:

Southwest clearly has a distinct advantage compared to other airlines in the industry by executing an effective and efficient operations strategy that forms an important pillar of its overall corporate strategy. Given below are some competitive dimensions that will be studied in this paper.

1. Operational Costs and Efficiency

2. Customer Service

3. Employee/Labor Relations

4. Technology

1. Operational Costs and Efficiency

After all, the airline industry overall is in shambles. But, how does Southwest Airlines stay profitable? Southwest Airlines has the lowest costs and strongest balance sheet in its industry, according to its chairman Kelleher. The two biggest operating costs for any airline are – labor costs (approx 40%) followed by fuel costs (approx 18%). Some other ways that Southwest is able to keep their operational costs low is - flying point-to-point routes, choosing secondary (smaller) airports, carrying consistent aircraft, maintaining high aircraft utilization, encouraging e-ticketing etc.

Labor Costs

The labor costs for Southwest typically accounts for about 37% of its operating costs. Perhaps the most critical element of the successful low-fare airline business model is achieving significantly higher labor productivity. According to a recent HBS Case Study, southwest airlines is the “most heavily unionized” US airline (about 81% of its employees belong to an union) and its salary rates are considered to be at or above average compared to the US airline industry. The low-fare carrier labor advantage is in much more flexible work rules that allow cross-utilization of virtually all employees (except where disallowed by licensing and safety standards). Such cross-utilization and a long-standing culture of cooperation among labor groups translate into lower unit labor costs. At Southwest in 4th quarter 2000, total labor expense per available seat mile (ASM) was more than 25% below that of United and American, and 58% less than US Airways.

Carriers like Southwest have a tremendous cost advantage over network airlines simply because their workforce generates more output per employee. In a study in 2001, the productivity of Southwest employees was over 45% higher than at American and United, despite the substantially longer flight lengths and larger average aircraft size of these network carriers. Therefore by its relentless pursuit for lowest labor costs, Southwest is able to positively impact its bottom line revenues.

Fuel Costs

Fuel costs is the second-largest expense for airlines after labor and accounts for about 18 percent of the carrier's operating costs. Airlines that want to prevent huge swings in operating expenses and bottom line profitability choose to hedge fuel prices. If airlines can control the cost of fuel, they can more accurately estimate budgets and forecast earnings. With growing competition and air travel becoming a commodity business, being competitive on price was key to any airline’s survival and success. It became hard to pass higher fuel costs on to passengers by raising ticket prices due to the highly competitive nature of the industry.

Southwest has been able to successfully implement its fuel hedging strategy to save on fuel expenses in a big way and has the largest hedging position among other carriers. In the second quarter of 2005, Southwest’s unit costs fell by 3.5% despite a 25% increase in jet fuel costs. During Fiscal year 2003, Southwest had much lower fuel expense (0.012 per ASM) compared to the other airlines with the exception of JetBlue as illustrated in exhibit 1 below. In 2005, 85 per cent of the airline’s fuel needs has been hedged at $26 per barrel. World oil prices in August 2005 reached $68 per barrel. In the second quarter of 2005 alone, Southwest achieved fuel savings of $196 million. The state of the industry also suggests that airlines that are hedged have a competitive advantage over the non-hedging airlines. Southwest announced in 2003 that it would add performance-enhancing Blended Winglets to its current and future fleet of Boeing 737-700’s. The visually distinctive Winglets will improve performance by extending the airplane’s range, saving fuel, lowering engine maintenance costs, and reducing takeoff noise.

Point-to-Point Service

Southwest operates its flight point-to-point service to maximize its operational efficiency and stay cost-effective. Most of its flights are short hauls averaging about 590 miles. It uses the strategy to keep its flights in the air more often and therefore achieve better capacity utilization.

Secondary Airports

Southwest flies to secondary/smaller airports in an effort to reduce travel delays and therefore provide excellent service to its customers. It has led the industry in on-time performance. Southwest has also been able to trim down its airport operations costs relatively better than its rival airlines.

Consistent aircraft

At the heart of Southwest's success is its single aircraft strategy: Its fleet consists exclusively of Boeing 737 jets. Having common fleet significantly simplifies scheduling, operations and flight maintenance. The training costs for pilots, ground crew and mechanics are lower, because there's only a single aircraft to learn. Purchasing, provisioning, and other operations are also vastly simplified, thereby lowering costs. Consistent aircraft also enables Southwest to utilize its pilot crew more efficiently.


The idea of ticketless travel was a major advantage to Southwest because it could lower its distribution costs. Southwest became electronic or ticketless back in the mid-1990s, and today they are about 90-95% ticketless. Customers who use credit cards are eligible for online transactions, and today Southwest.com bookings account for about 65% of total revenue. The CEO Gary Kelly thinks that this idea would grow further and that he wouldn't be surprised if e-ticketing accounted for 75% of Southwest’s revenues by end of 2005. In the past, when there was a 10% travel agency commission paid, it used to cost about $8 a booking. But currently, Southwest is paying between 50 cents and $1 per booking for electronic transactions that translate to huge cost savings.

2. Employee and Labor Relations

Southwest has been highly regarded for its innovative management style. It maintains a relentless focus on high-performance relationships and its people-management practices have been the key to its unparalleled success in the airline industry.

Mission Statement

To Our Employees
“We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.”

The Southwest mission statement shows that the company has a strong commitment to its employees. The company affords the same respect to its employees that is provided to its customers. The Southwest mission statement is unique in that it recognizes the importance of its employees within the broader business strategy, which emphasizes superb customer service and operational efficiency. The employees reciprocate the respect, loyalty and trust that Southwest demonstrates. Southwest employees are known for their loyalty, dedication, attitude and innovation. The employees are the distinguishing factor between Southwest and the rest of the airline industry.


Southwest hiring policy is unique not only within the airline industry, but also more broadly, and revolves around finding people with the right attitude that will thrive in the Southwest culture. Extensive procedures are employed to hire for positive attitude and dedication. Those who do not posses those qualities are weeded out. Colleen Barrett, a non-operational officer at Southwest, states that

“Hiring is critical, because you cannot institutionalize behavior. Instead, you must identify those people who already practice the behaviors you are looking for. Then you can allow Employees to be themselves and make decisions about Customer service based on common sense and their natural inclinations.” 1

Recruiting and interviewing at Southwest is a two-step process. The first step is a group interview, conducted by employees, where communication skills of potential candidates are evaluated. The next steps in this process are one on one interview, where the candidates' attitudes and orientation toward serving others are evaluated. These hiring criteria apply to all job functions since all Employees at Southwest play a customer service role. A critical part of Southwest operational strategy is that every job at Southwest is a customer service position, whether it directly applies to the customer or whether it is internal.

The table below shows that even though Southwest is the most heavily unionized airline, at approximately 80%, that contract negotiations between the unions and Southwest are much shorter in duration than of the other major carriers. This shows the quality of relationship that Southwest has with its employees and with the unions that represent them.


Southwest was created as a different kind of company and from its beginnings a unique culture was nurtured. In 1990 Colleen Barrett formed the Southwest Culture Committee. This is unique within the industry and among all large companies. The committee also has a mission statement:

“This group's goal is to help create the Southwest spirit and culture where needed; to enrich it and make it better where it already exists; and to liven it up in places where it might be "floundering". In short, this group's goal is to do "whatever it takes" to create, enhance, and enrich the special Southwest spirit and culture that has made this such a wonderful Company/Family.”

It is this unique approach to company values that has created a culture that differentiates itself from others. Southwest’s culture is the reason why it is successful.

3. Customer Service

The Mission of Southwest Airlines
The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.


Herb Kelleher, founder of Southwest, has been quoted as saying that "We're in the Customer service business; we just happen to provide airline transportation".2 Award winning customer service is a distinguishing characteristic of Southwest and it is referred to internally as “Positively Outrageous Service”. It means that from the top to bottom everyone does whatever he or she can to satisfy the customer. This includes Herb Kelleher, who has been known for helping out baggage handlers on Thanksgiving. It is through emphasizing the customer and employee that Southwest is able to differentiate itself from others in the airline industry. On a more technical level, each employee or group within Southwest has his or her own customer. This means that every employee ‘serves’ in one way or another despite not being directly involved with the passenger. The mechanic’s customer is the pilot and the caterer’s is the flight attendant.


It can be said that the "Positively Outrageous Service" that is unique to Southwest “is not the result of a department, or a program, or a mandate from management. It is not secondary to the product; it is the product.” This approach creates the conditions where Employees are more likely to treat customers in ways that distinguish the company from others. There are numerous accounts of passengers who have received exceptional treatment from Southwest employees.

The question that needs to be answered is how Southwest’s customer service is different and why? Is it common for customers of other airlines to rave about their special service? The answer is that it is not. While Southwest does not have a monopoly on people who are kind and who are willing to go above and beyond to satisfy a customer, such behavior is nurtured at Southwest to a much greater extent.

It can then be concluded that the customer service that is inherent to Southwest is a part of its culture. This culture is supported through employee encouragement to do the extra to satisfy the customer. This approach inspires people who would ordinarily only on occasion go out of their way to help someone, to become consistent performers that offer exceptional service all the time. Southwest employees are what differentiate its customer service from the other airlines.

4. Technology

Southwest utilizes technology in many ways to fulfill its business objectives and maintain its efficient operations. According to its CEO, technology equals productivity. Launched in 1996, ticketless travel was first introduced by Southwest. On May 1st 2000, Southwest Airlines introduces "SWABIZ," a portal that assists company travel managers in booking and tracking trips made through its web site [http://www.southwest.com]. There are many new technology initiatives being undertaken currently and some are in the pipeline.

Bar codes in Boarding Passes

Southwest Airlines has invested $12 million during the past three years to standardize corporate and terminal operations on about 10,000 Dell OptiPlex desktop and Latitude notebook computers according to its company executives. Southwest wanted to replace its well known, brightly colored plastic boarding passes with an electronic system with bar-code paper boarding passes. So it installed about 350 touch screen ticket readers powered by Dell OptiPlex desktops. The bar code gives Southwest more information to automatically reconcile the number of boarding passes with the number of passengers that actually board the plane.

Although the technology will help Southwest Airlines remain efficient by consolidating passenger information for the company's 3,000 daily flights, there were concerns it could lengthen the time to get travelers on board. However it was found that scanning each bar code on the boarding passes didn't increase or shorten boarding schedules, but it did take minutes from administrative processes, such as looking up customer records. The new paper bar code system is giving Southwest ticket agents the ability to match a customer record within having to scroll through and log into multiple software screens. The process is much more automated. Once the bar code on the boarding pass is scanned at the terminal gate it checks off the person from the passenger list in real time.

The old process was manual that involved finding the information, scrolling through several software screens from reservations to check-in to boarding. The bar code hardware to scan the boarding passes has been deployed. The company is in the process of replacing customer service back-office equipment at airports including at its headquarters in Dallas.

Software Upgrades

Software applications, such as those used by clerks to check in passengers, are being replaced. Southwest Airlines' internally written "Airport Application Suite" is expected to rollout next year as the company transitions from green screens to Window-based user interface. Similar to Wal-Mart Stores Inc., Southwest Airlines believes in developing in-house the software that runs its operations. The company uses very little off-the-shelf software. There are between 75 and 100 projects in the works each year supported by approximately 900 IT employees.


Radio frequency identification technology, a favorable alternative to bar-coding for luggage identification, is also on Southwest's radar. It plans to test RFID technology sometime in 2006. Even though, Southwest is playing a little catch-up with other airlines such as Air Tran, Alaska and Champion Airlines, in many cases they are able leapfrog to more sophisticated applications easily having waited longer.


Southwest has emerged very successful, despite the most troubled times in the airline market. However, it faces new challenges in the face of increasing competition from other low fare airlines such as JetBlue, ATA airlines, America West.

Reserved Seating

Due to increasing security guidelines since September 2001, Southwest would need to prepare for assigned (reserved) seating to track its in-flight passengers. This change will involve large technology investments and may impact its gate operations negatively since the current way of unassigned seating has helped in quick gate turnarounds.

Passenger Demand

The keep-it-simple philosophy has served Southwest well. But as its own business grows and grows more complex, with plans to purchase dozens of new aircraft and an expected upsurge in passenger traffic to about 80 million boarding’s a year, the simplicity strategy that has been reflected in the airline's IT philosophy is evolving. The CIO Tom Nealon says that "It's time to adapt our business processes for efficiency. As our airline scales for us to provide the same kind of high-touch customer service, we have to automate a lot of things we've been able to do without technology previously. The challenge is doing that without conceding the customer touch." Southwest is also aggressively pursuing customer relationship management (CRM) techniques and has applications to get insight into customer’s wants and dislikes. According to an interview with its CEO Gary Keller, Southwest has its focus on improving in two areas - customer’s airport experience and in-flight experience.

In-Flight Entertainment

In an overall effort to improve customer’s in-flight experience, in-flight entertainment is something that Southwest is currently evaluating and which JetBlue has been very successful at already because of its introduction in its long-haul flights. In comparison, Southwest has 415 airplanes to consider and that represents an investment decision at a whole new dimension. Additionally, Southwest has to consider how things may fit into their environment. At this point, 60% of its service is still very short haul. Southwest needs to be mindful of the fact that a certain approach that has been successful for its competitor may not be necessarily work to its advantage.


Southwest has long been regarded as a benchmark in its industry for operational excellence. Southwest Airlines is a fine example of a company that is committed to its core competencies - efficient operations to drive its low cost structure, outstanding delivery of customer service and innovative HR management practices. We hope this paper provided a good insight into Southwest operations, as part of its overall strategy, to achieve success and gain competitive advantage.


1. [http://www.southwest.com] (Southwest airlines official web site)

2. “Southwest keeps it simple” - Air Transport World, April 2005, Pg 36

3. “Around the World on $48 (or So): How High Can Discount Airlines Fly?“ Strategy Management - Knowledge@ Wharton Newsletter Oct 5, 2005

4. TechWeb - [http://www.techweb.com/wire/ebiz/173601227]

5. “Southwest's Strategy for Success: Consolidate!” - Oracle Magazine (Sept/Oct 2004 edition) http://www.oracle.com/technology/oramag/oracle/04-sep/o54swest.html

6. “Southwest Airlines: High Tech, Low Costs” - Eweek.com, April 2005

7. “Jet Fuel Hedging Strategies: Options Available for Airlines and a Survey of Industry Practices” – Kellogg School of Management Research Paper, Spring 2004

8. Winning Behavior: What the Smartest, Most Successful Companies Do Differently, Terry R. Bacon and David G. Pugh, 2003

9. Time Magazine, Oct 28th 2002 issue, Vol. 160 Issue 18, p. 45

10. “Wings Of Change”,Information Week, March 28, 2005,

11. Labor Contract Negotiations in the Airline Industry, Monthly Labor Review, July 2003, page 24

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Wednesday, January 25, 2012

American Airlines - The First Class Experience

This is a little movie that I created to show what it was like when I flew First Class from Tokyo to LAX, on business. This footage was shot on AA Flight 170, from NRT to LAX on 6/23/07.


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JetAirways Business Class

Jet Airways is a new Indian carrier. I flew from JFK to Delhi, with a stopover in Brussels. Amazing new product, almost on par with Singapore Airlines.


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Tuesday, January 24, 2012

Monday, January 23, 2012

Justin Bieber Contest! Win VIP Tickets To His Concert Live 2011!

CLICK HERE TO ENTER FOR FREE www.koini.com The 1st place prize will be for flights, accommodation and VIP tickets for TWO friends plus an adult. There will be pre-show sound check tickets and pre-show party tickets, just like the last one. 2nd and 3rd prizes will be for flights, accommodation and VIP tickets for TWO plus an adult. 4th place will be flights, accommodation and standard tickets for TWO plus an adult. That is not all. The winners will go on holiday to the city where the concert is being held for one week, will get $1000 per winning couple to spend and get a Flip Video recorder to record their trip. Oh... and if meet and greet tickets are available for that concert, the winners will get them.


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Sunday, January 22, 2012

National Air and Space Museum - Teacher Orientation Video

Welcome to the Smithsonian. This orientation video outlines some of the most exciting exhibits in this Smithsonian museum. Created for teachers, the video also illustrates a few museum dos and don'ts for school groups. Learn more: www.nasm.si.edu


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Saturday, January 21, 2012

History of Travel & Tourism

2000 years Before Christ, in India and Mesopotamia

Travel for trade was an important feature since the beginning of civilisation. The port at Lothal was an important centre of trade between the Indus valley civilisation and the Sumerian civilisation.

600 BC and thereafter

The earliest form of leisure tourism can be traced as far back as the Babylonian and Egyptian empires. A museum of historic antiquities was open to the public in Babylon. The Egyptians held many religious festivals that attracted the devout and many people who thronged to cities to see famous works of arts and buildings.

In India, as elsewhere, kings travelled for empire building. The Brahmins and the common people travelled for religious purposes. Thousands of Brahmins and the common folk thronged Sarnath and Sravasti to be greeted by the inscrutable smile of the Enlightened One- the Buddha.

500 BC, the Greek civilisation

The Greek tourists travelled to sites of healing gods. The Greeks also enjoyed their religious festivals that increasingly became a pursuit of pleasure, and in particular, sport. Athens had become an important site for travellers visiting the major sights such as the Parthenon. Inns were established in large towns and seaports to provide for travellers' needs. Courtesans were the principal entertainment offered.

This era also saw the birth of travel writing. Herodotus was the worlds' first travel writer. Guidebooks also made their appearance in the fourth century covering destinations such as Athens, Sparta and Troy. Advertisements in the way of signs directing people to inns are also known in this period.

The Roman Empire

With no foreign borders between England and Syria, and with safe seas from piracy due to Roman patrols, the conditions favouring travel had arrived. First class roads coupled with staging inns (precursors of modern motels) promoted the growth of travel. Romans travelled to Sicily, Greece, Rhodes, Troy and Egypt. From 300 AD travel to the Holy Land also became very popular. The Romans introduced their guidebooks (itineraria), listing hotels with symbols to identify quality.

Second homes were built by the rich near Rome, occupied primarily during springtime social season. The most fashionable resorts were found around Bay of Naples. Naples attracted the retired and the intellectuals, Cumae attracted the fashionable while Baiae attracted the down market tourist, becoming noted for its rowdiness, drunkenness and all- night singing.

Travel and Tourism were to never attain a similar status until the modern times.

In the Middle Ages

Travel became difficult and dangerous as people travelled for business or for a sense of obligation and duty.

Adventurers sought fame and fortune through travel. The Europeans tried to discover a sea route to India for trade purposes and in this fashion discovered America and explored parts of Africa. Strolling players and minstrels made their living by performing as they travelled. Missionaries, saints, etc. travelled to spread the sacred word.

Leisure travel in India was introduced by the Mughals. The Mughal kings built luxurious palaces and enchanting gardens at places of natural and scenic beauty (for example Jehangir travelled to Kashmir drawn by its beauty.

Travel for empire building and pilgrimage was a regular feature.

The Grand Tour

From the early seventeenth century, a new form of tourism was developed as a direct outcome of the Renaissance. Under the reign of Elizabeth 1, young men seeking positions at court were encouraged to travel to continent to finish their education. Later, it became customary for education of gentleman to be completed by a 'Grand Tour' accompanied by a tutor and lasting for three or more years. While ostensibly educational, the pleasure seeking men travelled to enjoy life and culture of Paris, Venice or Florence. By the end of eighteenth century, the custom had become institutionalised in the gentry. Gradually pleasure travel displaced educational travel. The advent of Napoleonic wars inhibited travel for around 30 years and led to the decline of the custom of the Grand Tour.

The development of the spas

The spas grew in popularity in the seventeenth century in Britain and a little later in the European Continent as awareness about the therapeutic qualities of mineral water increased. Taking the cure in the spa rapidly acquired the nature of a status symbol. The resorts changed in character as pleasure became the motivation of visits. They became an important centre of social life for the high society.

In the nineteenth century they were gradually replaced by the seaside resort.

The sun, sand and sea resorts

The sea water became associated with health benefits. The earliest visitors therefore drank it and did not bathe in it. By the early eighteenth century, small fishing resorts sprung up in England for visitors who drank and immersed themselves in sea water. With the overcrowding of inland spas, the new sea side resorts grew in popularity. The introduction of steamboat services in 19th century introduced more resorts in the circuit. The seaside resort gradually became a social meeting point

 Role of the industrial revolution in promoting travel in the west

 The rapid urbanisation due to industrialisation led to mass immigration in cities. These people were lured into travel to escape their environment to places of natural beauty, often to the countryside they had come from change of routine from a physically and psychologically stressful jobs to a leisurely pace in countryside.

Highlights of travel in the nineteenth century 

·        Advent of railway initially catalysed business travel and later leisure travel. Gradually special trains were chartered to only take leisure travel to their destinations.

·        Package tours organised by entrepreneurs such as Thomas Cook.

·        The European countries indulged in a lot of business travel often to their colonies to buy raw material and sell finished goods.

·        The invention of photography acted as a status-enhancing tool and promoted overseas travel.

·        The formation of first hotel chains; pioneered by the railway companies who established great railway terminus hotels.

·        Seaside resorts began to develop different images as for day-trippers, elite, for gambling.

·        Other types of destinations-ski resorts, hill stations, mountaineering spots etc.

·        The technological development in steamships promoted travel between North America and Europe.

·        The Suez Canal opened direct sea routes to India and the Far East.

·        The cult of the guidebook followed the development of photography.



Tourism in the Twentieth Century


The First World War gave first hand experience of countries and aroused a sense of curiosity about international travel among less well off sector for the first time. The large scale of migration to the US meant a lot of travel across the Atlantic. Private motoring began to encourage domestic travel in Europe and the west.  The sea side resort became annual family holiday destination in Britain and increased in popularity in other countries of the west. Hotels proliferated in these destinations.

The birth of air travel and after

The wars increased interest in international travel. This interest was given the shape of mass tourism by the aviation industry. The surplus of aircrafts and growth of private airlines aided the expansion of air travel. The aircraft had become comfortable, faster and steadily cheaper for overseas travel. With the introduction of Boeing 707 jet in 1958, the age of air travel for the masses had arrived. The beginning of chartered flights boosted the package tour market and led to the establishment of organised mass tourism. The Boeing 747, a 400 seat craft, brought the cost of travel down sharply. The seaside resorts in the Mediterranean, North Africa and the Caribbean were the initial hot spots of mass tourism.

A corresponding growth in hotel industry led to the establishment of world-wide chains. Tourism also began to diversify as people began to flock alternative destinations in the 70s. Nepal and India received a throng of tourists lured by Hare Krishna movement and transcendental meditation. The beginning of individual travel in a significant volume only occurred in the 80s. Air travel also led to a continuous growth in business travel especially with the emergence of the MNCs.

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Friday, January 20, 2012

Sabeer Bhatia, Founder of Arzoo.com

Sabeer Bhatia, the co-founder of Hotmail, relaunched Arzoo.com as an online one-stop travel shop with a vision ''to be preferred travel partner''


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Thursday, January 19, 2012

Sustaining Competitive Advantage

A competitive advantage could simply be defined as the advantage or ability a firm has over its rivals in the industry; or the ability a firm has to outperform its industry rivals.

A firm is said to have a competitive advantage when it has the capabilities or means to push out its rivals in striving for the favour of customers. This applies internationally or locally as well as to both services and products.Thus, a sustainable competitive advantage is the persistence the firm applies despite efforts by competitors or potential entrants to copy or overtake it. Sustainability therefore, requires that strategic assets are not easily available to others and imperfectly mobile. This will be considered later.

Porter (1990) states that, though not all nations are in the forefront of competition, the home nation which shapes the competitive advantage is the starting point for a firm's competitive advantage and also from which it must be sustained. However, in whatever field of endeavor, competitive advantage creation must be a choice of management and it must really fit to achieve results. It must be noted here that competitive advantage can normally be traced to one of three roots:

Superior resources, superior skills and superior positions.

Competitive strategy is one of the ways in which a business relates to its environment by competing with other firms who are also trying to adapt within the operating environment. It is with this aspect- the competitive strategy which if appropriately chosen and implemented appropriately give the firm a competitive advantage over its rivals.

It must be noted here that the prescriptive view of strategic planning emphasizes the importance of the organizational environment as a source of threats and opportunities and the need for effective responses by the organization if survival was to be assured and the success achieved. The response is later formulated into plan which formulates major decisions about entry into new markets or development of new products and services guided by set goals. Under the influence of Porter's writings in the 1980s the emphasis shifted from the plan to the selection of an appropriate generic strategy to position the business unit in its competitive environment. Porter, arguing that the environment poses threats and brings opportunities than with trends and events, suggested that the environment could be analyzed using the five forces analysis to identify the issues which affect the level of competition in an industry; after which a strategy is formulated to combat it.

The resultant strategy, which he referred to as generic, distinguished some strategic options the firm can possess:

Cost leadership: the business could position itself as offering a low cost product as a standard price i.e. cost leadership strategy. Costs are reduced at every element of the value chain. Producers can exploit the benefits of a bigger margin than the competitors. Toyota is a good example of an organization that produces quality cars at low price coupled with a brand and marketing skills to use a premium pricing policy.

It could offer a product that was different from that offered by rivals. I.e. differentiation. This allows companies to make prices less sensitive and focus on value that generates a comparatively higher price and a better margin. Even though additional costs will be incurred pursuing differentiation, it is possible that this will be offset by the increased revenue generated by the sales.

By focusing on a small but well-defined part of the market, for instance a particular buying group or product area or geographical area. Also known as niche, this is usually suitable for a small company i.e. focus strategy.

Generic Competitive strategy, usually used after competitive analysis or as a response to competitors advantage, is defined as the basis on which a strategic business unit (SBU) might achieve or counter competitive advantage in its market. (Johnson and Scholes, 5th Edition.)

Building on Porter's (1980) generic competitive strategies, Bowman et al argues that organizations achieve competitive advantage by providing their customers with what they want, or need better or more effectively than competitors and making it difficult for competitors to imitate. This was later developed into five generic strategies which would be used in this discussion. Thus, the generic competitive strategies are the fundamental activities on which an SBU seeks to achieve a lasting advantageous position in its environment and gaining the favor of stakeholders by meeting the expectations of buyers, users or other stakeholders

The following are Bowman's five-generic competitive strategy options and examples of organizations who applied them to gain competitive advantage: no frills strategy, low price strategy, hybrid strategy, focused differentiation strategy and added value or differentiation strategy.

In brief, a no frills strategy combines a low price, low perceived added value and targets a price-sensitive market. No frills strategy is now a popular strategy with low-cos airlines Easy Jet and Ryanair seeking to enter the airline industry to compete with likes of Virgin and is a determinant in the market. This, therefore, affords the firm the needed competitive edge over its competitors who charge higher price. This strategy is a success because there could possibly be a segment of the market that overlooks the low quality of the commodity provided it fulfills the same purpose.

To obtain the competitive advantage using no fills strategy revenues must increase and the product must really be price-sensitive. Easy Jet frills strategy seems to be going on well as a result of the cost savings techniques they are using. For instance no ticketing, no ticket agents, no in-flight food or drink for customers as well as the short-haul flight. Now, almost all supermarkets in the UK use no frills strategy by introducing own brands the price of which have been reduced to attract customers in order to gain a competitive advantage.

The next generic strategy is the low price strategy. This strategy pursues a lower price than pertains in the market whilst trying to maintain similar value of product or service as those offered by competitor alike. There is the potential of price war among competitors and in the long run consumers are likely to lose as the firms might not be able to sustain the lower-price-good-value strategy. Notwithstanding the price war and low margins, there are some suggested ways in which a low-priced strategy can bring about a firms competitive advantage. The market segment must be low-price sensitive, and also the SBU has a cost advantage over its competitors.

However, in practice, the lower price strategy usually brought about by lowering operational cost alone does not give the firm the competitive advantage if the firm is not able to sustain it in the long-term as there are now more firms entering the market because of low or no entry barriers like small capital requirements and also how efficient the staff might be.

Hybrid competitive strategy seeks to achieve differentiation and a price lower than that of competitors simultaneously. This is not an easy strategy to pursue because to differentiate a product or service involves some money and increases cost the very thing the low price seeks to reduce. This strategy is fit for the DIY industry as the likes of Robert Dyas are not able to stand the competition. The success of this is dependent on providing unique more efficient products or services to consumers whilst at the same time operating at a lower cost to be able to lower its price below the industry level. The success of this strategy could further be enhanced if the firm has economies of scale and can increase volume of sales more than its competitors, thereby, reducing its base cost as a result. Asda's George brand is an example of a generic hybrid strategy in a SBU.

Another strategy is differentiation strategy. This seeks to provide products or services completely different from those of its competitors by adding features valued by consumers. The main objective of using this is to either maintain the market share or increase market share relative to its competitors. A clear example of this is aircraft manufacturer Airbus's wider fuselages, cockpits designed for use in more than one aircraft and electrical rather than mechanical flight controls.

Those features have helped Airbus win customers like New York-based Jet blue; although Jet Blue is staffed with former employees from Boeing. (Fortune, Europe Edition 22 November 17th 2003; pp34) This strategy could be used to achieve a competitive advantage which is its ultimate aim by the firm investing more in R&D, unique designs and features. The marketing-based approaches in terms of good marketing communication (example advertising the products or services) as well as the brand power to win the loyalty of consumers. (Example Airbus)

The fifth generic competitive strategy is the focused differentiation strategy which seeks to provide high perceived value; justifying a substantial price premium usually to a selected market, segment. It is usually adopted to counter or to compete others in seemingly similar segment. This could therefore be argued that focused differentiation is just an extension of any of the four strategies so far considered depending on the competitors in this new segment which is usually middle to high income earners. A convincing example is the introduction of Lexus in 1989 by Toyota to compete with other luxury brands of BMW and Mercedes Benz new series.

For the focused differentiation strategy to be used to obtain a competitive advantage over competitors in the industry, the business unit must find ways to make the production more efficient to be able to pass on the savings to customers. The business unit must identify new segments and must also be prepared to aggressively create new market segment where it is believed first movers get huge advantage. Again Toyota prides itself in this by being the first to introduce a brand,scion,specifically for young buyers in January, 2003 which was a success and the introduction of hybrids in 1997 selling 127,000 far more than Honda.( Hybrid uses two engines and is environmentally friendly.) (Fortune, Europe Edition, Number 24 December 22 2003; pp57).

The essence of the various strategies discussed so far is to create or add value to the products or services in order to give improved and or enough satisfaction to the customer so that the firm will gain a competitive advantage over its rivals. However, it is one thing for a firm to gain a competitive advantage and another to sustain the competitive advantage so gained. So when a firm is able to get a competitive advantage over its competitors, it becomes expedient to try to sustain this advantage.

Some of the ways to sustain the competitive advantage is by what is described as isolating mechanism. This is the application of forces like barriers of imitation which limit the extent to which a competitive advantage can be duplicated or matched or even possibly scrapped through the resource creation activities of other firms. Though similar in principle to the barrier of entry force, whereas the entry barriers protect profitability of an entire industry, isolating mechanisms sustain the competitive advantage of a single firm. For example legal barriers like trademarks, patents or intellectual property rights as in Microsoft's case.

It could also be for the mere fact that the leading firm makes it difficult for the competitor to catch up with the firm's technology because it entered the market earlier and it continues to research and might be able to move to a superior position by the time its competitors catch up. This is known as the early mover advantage. Because the business unit has entered the market earlier, the past success in the market is believed to sustain the firm.

Nevertheless, no matter how discrete the strategy adopted to gain the sustainable competitive advantage or enough satisfaction that the customer may get as well as the mechanisms put in place to sustain the competitive edge, simple economics has proved that man's needs are insatiable and with the information technology age, there is an improved dynamism in business that products and services can become obsolete before they even reach the next user.

The question is can the firm continue to create more economic value than its competitors now than then?

Now with the advent of information systems and technology, this traditional way of competitive advantage or competitive edge has, therefore, taken a different turn. Information gathering and I mean a competitive information gathering in deed can to some large extent make a difference to a firm's position in an industry and for that matter affect its competitive advantage one way or the other.

A good and recent example is Asda installing radio frequency identification (RFID) system, a device which could be used to scan bar codes of incoming goods which could save Asda $8.35 billion annually through improvement in its supply chain management. Fortune, Wal-Mart keeps the change, November 10,2003pp 23.

Firms can either use their own database or an informational gathering software to track its operations and get the required information like inventory, customers, and trends of competitors' performance and about the fast moving products to formulate their strategies or form what is known as information partnerships for the purpose of sharing information to gain competitive or strategic advantage; and even link their systems with some competitors to achieve synergies.

This is becoming important as a result of the fact that competition in the business world today is not only within a particular industry one operates but can also be cross-competition with people in other related industry like universities and publishers competing due to forward and backward integrations. Baxter Healthcare International is known to offer medical supplies from its competitors and office supplies through its electronic ordering channel to its customers. By doing this the firm increases its customer base as well as loyalty of its customers is enhanced.

At this juncture, the statement that "there is no such thing as a sustainable competitive advantage" can be considered in relation to the circumstances that happened in Sears, which used to be USA's largest retailer until Wal-mart overtook it after a diversification strategy went bust in spite of the fact that it (Sears) has been heavily computerized with more expenditure going into information technology and networking than all other non-computer firms in the United states apart from Boeing. So why couldn't this huge amount spent in computers and networking been able to give them the competitive edge over its rivals? Is it due to the fact that the hardware alone is not sufficient to provide the information needed unless it is integrated with the appropriate software? Sears did exactly that.

Trying to reinvent itself, Sears started to explore almost all strategies including low pricing strategy, delayering, improved marketing ploys as well as embarking on a $4billion five-year store renovation to make the stores more attractive. All to no avail.

Then Sears noticed that, its merchandise buyers do not have reliable information on precisely what customers were buying at each store. Management was relying on 18 separate systems that often gave conflicting and redundant pricing information. They could only view a division's daily performance. This was not good for a firm of Sears's stature. Sears later tightened its grips over the business once again by building a larger database involving the consolidation of information on transaction records,90 million households,31million Sears' card users, their credit status, and other related data.

The database houses the company's Strategic Performance Reporting System (SPRS).Now Sears' 1,000 buyers and managers know what hot-selling merchandise to replenish right away. This competitive information gathering to some extent helped turn around Sears. Its store sales started rising and planed to join partnership with AOL to boost its online business by targeting AOL's 21 million customers by developing content for AOL on subjects such as how to build a deck, tips on home decorating and other home improvement topics; and also move its suppliers to an electronic ordering system similar to that described for Baxter Healthcare, by linking its computerized ordering system directly to that of each supplier to eliminate paperwork completely for an improved flow of goods into its stores.

As previously discussed, if a firm can keep or maintain its lead on creating value, leveraging strategic assets for example access to efficient distribution channels, maintain market position and may be low cost advantage then it can be said to have a sustainable competitive advantage. This is absolutely not possible in this dynamic business world. The most difficult part of this is that the firm must create more economic value than its competitors every now and then. Will its competitors be looking on without doing anything?

Microsoft for example is spending billions of dollars to develop its own search engine that will be incorporated in both its online service MSN and its new operating system due in 2006 to combat Google's dominance in the search engine industry. (Fortune, 22 December 2003pp 17).

In my own opinion based on the discussions above, if really sustainable competitive advantage is the persistence of a firm's ability to outperform its industry, then suffice it to say that, as much as gathering and use of competitive information as illustrated in the Sears' story above can give a firm a (sustainable) competitive advantage, it is really difficult if not impossible to sustain any competitive advantage for a very long time. This is so because of the rate of technological changes, changes in business strategies, and the fact that customers' loyalty can wane and affect sales leading to a fall in market share and thus competitive advantage. Boeing was overtaken by Airbus in the aviation industry at some time. Sears' leadership was taken away by Wal-mart.

In spite of the availability of choice of the five generic strategies, it is supposed that the onus of their success rests with management and how the technology and the information gathered are blended for use. This is so because a careful monitoring and evaluation constantly and the right identification and proper timing of a particular segment are keys to the success of these strategies due to market dynamism.


Can Sears reinvent it? A case study taken from London South Bank University IS.
Davenport, T.H; Prusak, L. (1998) Working Knowledge: How Organizations Manage What They Know. Havard Business School Press, Boston, Ma.
Fortune, December 13,2004, pp59
Laudon, K.C; Laudon, J.P. (2004) Management Information Systems: managing the digital firm, 8th edition, USA: Pearson Prentice Hall.
Scholes, K.and Johnson, G (1999) Exploring corporate strategy, 5th Edition. London: F.T Prentice Hall.
Sheila,C.Main Article: Knowledge Management, issue 18,2004
Yogesh, M. B. The Company, - What Really is Knowledge Management? Crossing the Chasm of Hope. Gartner Group Inc.,October 1996

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Travel Plans & Packing Tips : How to Attempt Flying Standby

The benefits of flying standby are that cheap tickets can be purchased with the potential of flying on a more expensive flight. Try flying on standby with tips from a travel agent in this free video on traveling and vacations. Expert: Russ Handler Contact: www.rhconsumernetwork.com Bio: Russ Handler owns an online travel agency. Filmmaker: Christopher Rokosz


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Booking International Flights : How to Book Travel on Cebu Pacific Air

The best way to book travel on Cebu Pacific Air is through their Web site, and this airline promotes their flights as being fun. Book flights on Cebu Pacific Air, yet be guarded about personal security, with tips from a travel agent in this free video on international air travel. Expert: Russ Handler Contact: www.rhconsumernetwork.com Bio: Russ Handler owns an online travel agency. Filmmaker: Christopher Rokosz


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Tuesday, January 17, 2012

Innsbruck And Salzburg, Austria.avi

Innsbruck And Salzburg Austria. Amidst Of The Alps Where Skiing Is Very Famous And Fun. Indoor And Outdoor Activities Fill Your Day And Night Here. Though It Is Small, Fresh Air and Fresh Food You are delightful In So Many Ways. Innsbruck is the capital city of the federal state of Tyrol in western Austria. It is located in the Inn Valley at the junction with the Wipptal (Sill River), which provides access to the Brenner Pass, some 30 km (18.6 mi) south of Innsbruck. Located in the broad valley between high mountains, the Nordkette (Hafelekar, 2334 metres or 7657 feet in the north, Patscherkofel (2246 m or 7369 ft) and Serles (2718 m or 8917 ft) in the south. It is an internationally renowned winter sports centre, and hosted the 1964 and 1976 Winter Olympics as well as the 1984 and 1988 Winter Paralympics. It is to host the 1st Winter Youth Olympics in 2012. The word bruck comes from the German word Brücke meaning "bridge" which leads to "the bridge over the Inn". Salzburg (Austro-Bavarian: Såizburg; literally: "Salt Castle") is the fourth-largest city in Austria and the capital city of the federal state of Salzburg. Salzburg's "Old Town" (Altstadt) has internationally renowned baroque architecture and one of the best-preserved city centres north of the Alps. It was listed as a UNESCO World Heritage Site in 1997. The city is noted for its Alpine setting. Salzburg was the birthplace of 18th-century composer Wolfgang Amadeus Mozart. In the mid-20th century, the city was the ...


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Monday, January 16, 2012

Lufthansa First Class 747-400 Upper Deck Cabin View- Short Clip

Lufthansa Boeing 747-400 First Class Cabin, In flight. View of seats and general cabin. Please don't forget to subscribe to my channel for new weekly aviation videos. Your comments are always welcomed as well! :)


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Sunday, January 15, 2012

Saturday, January 14, 2012

Still As Beautiful: Chapter 39, Part 1 [Read Description!]

I guarantee people are going to read this and be like, "um, what just happened" or say that they're confused. Which is completely fine, but re-read like one more time before you ask because I promise everything you need to know is THERE (or will be in part two). Also, don't forget, my last day of posting is Thursday but I will be on Friday if you guys have questions (which I have a feeling some of you will). Intro: LiveInLoveFanVidz Song: Still As Beautiful-On The Surface Twitter: www.twitter.com/elleisforlovee There's something about a flashbulb that makes life seem deafening. It's pure echo in the hot wet air made it more burdensome for the group and more cautious for Nick and Miley as they walked into the airport. Photographers that followed behind them shouted their names as the group just looked down and smiled. It took everything in them to not look up and comment, to look up and crumble for the camera. Of course people inside stared. They had no other choice. If they didn't look now they'd only see it tomorrow, in the latest issue of People or OK! or maybe even Star. Dear lord, what would they say next? "Did you hear that Joe, they think we're dating" Miley just smiled. No one really understood why she was so nice to all of the paparazzi. They made a living off of the mistakes she made. They published them to magazines and gossip sites in all hopes of ruining her. They'd come so close, so many times. Too close, Nick thought. "We'd be hot, Miles" Joe joked, helping ...


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Friday, January 13, 2012

Vigan - Maiden Flight to Vigan by SEAIR - WOW Philippines Travel Agency, Inc.

On February 25, 2011 SEAIR left the Manila Domestic Airport for their 1st Flight to Vigan Philippines. WOW Philippines Travel Agency, Inc. was invited along for the Maiden Flight due to our high sales of SEAIR Tickets. www.philippineairlinestickets.com


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Tuesday, January 10, 2012

Aeronet Holidays - Holiday & Honeymoon Tour Packages In India

At www.aeronetholidays.com - we offer international holiday and honeymoon packages in India. We also provide discounted flight tickets & lowest airfares for domestic & international flights. Aeronet with its world-class services offers you a great travel experience & value for money.


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Monday, January 9, 2012

Sunday, January 8, 2012

Air Jamaica Fares

www.AirJamaicaFares.Com.Jm There are cheap air Jamaica fares that will give you the wonderful opportunity to enjoy the superb beaches on a vacation.


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Saturday, January 7, 2012

My Trip Guide - Secret beach, cheap flights and best hotels - mytripguide.org

Travel around the world - How to find cheapest hotels and air fares - (www.mytripguide.org) Cheapest Airfare & Hotels For all last minute FLIGHT bookings and HOTEL Bookings. You can compare and book from the worlds best sites through MyTripGuide.org Best and cheapest Airfare, Round the clock hotel booking. Over 250000 Hotels and more than 600 Airlines across the world. Reach the world even if you plan the last minute. Your ultimate travel companion - MyTripGuide.org Reach us on: twitter.com www.facebook.com www.youtube.com


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Allegiant Air Offers Discount Rates

Allegiant Air is making is making affordable travel to Southern California possible for Central Valley residents.


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Thursday, January 5, 2012

Daron AirTran Die Cast Metal Airport Playset

www.thinkfasttoys.com This video contains a product description for: Daron AirTran Die Cast Metal Airport Playset "jw"


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Tuesday, January 3, 2012

Major Airlines

Most countries in the world boast an airline that is a national carrier that plies international routes, and not just between its cities and other countries, but between cities outside its borders. This can be described as a major airline.

The first step to picking which carrier you are going to book a ticket on, is deciding where you are traveling, be it for business or for a vacation. You then do some research on the internet or by consulting travel agents to know which major airlines travel from where you are to your desired destination. You can then research or find out about each carrier from their websites or from the many consumer review websites that are available.

Upon deciding on the airline that you are going to fly, you will then need to define a budget. Are there any flights available on the day that you want to fly, that are within your budget? If not, what the closest days available or the next best options are in regards to flight.

You also want to consider where you will have your lay over when in transit. Do you need to get any transit visas? Some major airlines will organize these for you if you request it. You can even pick an airline with an overnight layover in a city you have never been to. They often provide hotels for the travelers to spend the night in. you can take in the sights and sounds of this new city during your layover.

Pick only the major airlines that are reliable, and if you are a frequent traveler, you can even pick one with a reward system. And you can redeem your points in hotels, grocery stores or even when picking a new destination to fly to.

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Monday, January 2, 2012

Air Travel Do's & Don'ts

What are the do's and don'ts of finding cheap flights? FareCompare tells you how to shop for airline tickets like an expert.


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Sunday, January 1, 2012

Kid-Free Section On Planes

New TYT Network channels: www.youtube.com www.youtube.com New TYT Facebook Page(!): www.facebook.com Follow us on Twitter: twitter.com www.theyoungturks.com DISCOUNTS: www.theyoungturks.com FREE Movies(!): www.netflix.com Note: The above two links are for TYT sponsors. Read Ana's blog and subscribe at: www.examiner.com TYT Network (new WTF?! channel): www.youtube.com Check Out TYT Interviews www.youtube.com FOR many people, it is the second biggest fear of flying sitting next to a screaming, kicking, uncontrollable child. Particularly if that child isn't theirs. Next to landing hastily on something other than a runway, sharing the cabin with a fussy toddler is about the worst luck many travelers can imagine. And as the economy and security regulations conspire to squeeze the comforts out of air travel — lines are long, flights are full and increasingly devoid of amenities — the sound of a baby's wail can be the breaking point for already frayed nerves. Now, travelers without children are doing some fussing of their own. Some are calling for airlines to implement child-free flights, or designate "family-only" sections on planes, in the wake of some high-profile tantrums. In July, Qantas settled a lawsuit from a woman who claimed that she suffered hearing loss after sitting next to a screaming 3-year-old boy on a 2009 flight from New York to Australia. (Terms of the settlement were not disclosed.) In January, AirTran removed an entire family from a flight before takeoff ...


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