Failure Analysis Strategy Change Essay Example for Free

Failure Analysis Strategy Change Essay Movies have always been a past time enjoyed by many. As the technology continues to grow, many video stores are going out of business and digital or online movies are rising in popularity. Blockbuster Video and Netflix are businesses that have been affected by these changes. Blockbuster opened in 1985 with the mission statement of â€Å"Our corporate mission is to provide our customers with the most convenient access to media entertainment, including movie and game entertainment delivered through multiple distribution channels such as our stores, by mail, vending and kiosks, online and at home. We believe Blockbuster offers customers a value-prices entertainment experience, combining the broad product depth of a specialty retailer with local neighborhood convenience† (Farfan, 2010). Blockbuster continued with the vision statement of â€Å"At Blockbuster, diversity means valuing differences. It’s corporate value that must be continually developed, embraced, and incorporated into the way we do business† (Farfan, 2010). Blockbuster operated with more than 7,400 stores worldwide and also operated through 1,600 franchise stores. As technology started to change, customers began streaming movies from the Internet as well as using kiosks, such as Redbox, for movie rentals. Competition became a large factor in Blockbuster and the failing of the company, but a large part of the failure was due to manage changes and misunderstanding of the business as a whole (Dunston, 2014). Blockbuster Failure In 2006 and 2007, Blockbuster was approached by the CEO of Netflix, Reed Hastings, asking them to acquire Netflix. Hastings knew that Netflix had not formulated a plan to stop Blockbuster from stealing their customers, at the rate of a million per year. Blockbuster decided that the company did not  need Netflix because Blockbuster had a stronger and larger growth, but then a change that was never expected happened. A new CEO was named for Blockbuster after a boardroom dispute. The man appointed CEO didn’t fully understand the business and what Blockbuster needed in order to remain above the competition, especially Netflix. The CEO started changing plans for the company and even pulled out the Internet efforts that had been in place for Blockbuster. Within 18 months, 85% of the capital value of the company had been lost; within in 2 years, it was completely gone (Dunston, 2014). Netflix Netflix views themselves as â€Å"freedom of on-demand and the fun of indulgent viewing† (Netflix, 2014). Netflix also focuses on the convenience of the no-hassle, online cancellation and offer movies and TV series network. Technology and good leadership is how Netflix became the leader in the industry (Halal, 2010). Netflix executives understood that the emerging technology was rapidly changing the delivery of movie rentals. CEO, Hastings, developed â€Å"strategies involving Internet streaming, convenient customer service, and the virtual organization to deliver it cheaply and flawlessly† (Halal, 2010). Another part of Netflix’s technology strategy was to avoid the burden of having to go to a video store for customers. Customer service is key to a successful business, so Hastings used a monthly subscription to allow customers to have access to unlimited rentals, including no late fees. Instead of the hassle of renting movies, the focus is providing convenience. With the mission statement and vision of â€Å" Our core strategy is to grow our streaming subscription business domestically and globally. We are continually improving the customer experience, with a focus on expanding our streaming content, enhancing our user interface and extending our streaming service to even more Internet-connected devices, while staying within the parameters of our consolidated net income and operating segment contribution profit targets,† shows that the company wants the best for the company as well as their customers (Netflix, 2014). NetFlix Organizational Theories In reading many articles online about the success of NETFLIX the two organizational behavior theories that have been seen in this company have been decision-making and system approaches. Netflix’s huge decision to become a virtual DVD rental via online instead of going to actual in-store purchases like Blockbuster, has placed them at the top of the food chain. The technological advances alone for Netflix has change the industry forever, they took the systems approach by understanding the company’s input and output process and integrated the drive in developing new adaptive capacities and innovation. Blockbuster’s organization theory of scientific leadership placed a great deal into how the company ran it’s in store business and how the objectives and decisions were placed within the company. If Blockbuster could focus more on the click feature like how Netflix did, and not dismiss the idea that it would be a revolutionary change in the industry and within Blockbusters stockholders. Roles of Leadership and Management Per Netflix (2014) it has a â€Å"functional organizational structure, which aims at its functions themselves, rather than by customer segments or regions†. They have a CEO; Reed Hastings has 6 departments that have managers within them that run it. The organization beyond those 6 managers is not as structured as the top echelon is, they run their departments as they see fit. The CEO has instilled in their managers the management style of â€Å"Context, not Control† (Siegler), implying that very little control is given to employees, rather employees are held responsible for their actions and are expected to work efficiently and independently. Because of this idealists approach to management and how successful the company has been with it, they have found that they have no need to change their management style yet. Organizational value within Netflix has been on promoting the â€Å"stunning colleagues† (Netflix.com, 2014), and their importance in a great workplace. They have 9 values that they show is priority number 1 at Netflix, â€Å" judgment, impact, curiosity, innovation, courage, passion, honesty and selflessness (Siegler). The basic values that they believe as a company are workplace efficiency, emphasis on effective over effort, management best practices, retention practices, and large emphasis on a large salary, rather than stock options and bonuses. They believe that this  creates an environment that promotes productivity, and efficient work environment, which shows in colleague retention and overall happiness at Netflix. Part 2: Leading Organizational Change As the CEO of Blockbuster it is my responsibility to evaluate the organizations structure as well as the power and political issues within the company. The CEO can be disconnected to what is going on at the operations level of the company if he or she does not put forth the effort to be involved. As the CEO I will be involved in the operations of the company and be a leader employees can look up to. To implement the organizations change I will use a strategy based on John Kotter’s 8 step plan for change. John Kotter’s 8 steps are â€Å"establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more changes, institutionalizing new approaches†(Mintzberg, Lampel, Quinn 2003). As the CEO of blockbuster I see that technology is changing and we must keep up. If we do not keep up with the technological advances we are doomed to fail. I see the company as a technology company and not just a movie rental company. I do not want Blockbuster to just survive, I want Blockbuster to thrive. Blockbuster will start investing in new internet technologies and streaming services. We will align ourselves with major motion picture studios to ensure that we get the newest movies and offer our customers the best services possible. Upper management will actively seek new opportunities and new world markets to expand our services. All employees will be encouraged to provide new ideas and mediocrity will not be accepted. Every aspect of the company will be evaluated and our services will provide our customers with the greatest movie streaming value. Reference Dunston, Dain (2014). When Blockbuster Forgot What Business They Were In. Retrieved from www.daindunston.com Farfan, Barbara (2010). Company Mission Statements – Complete List of World’s Largest Retail Missions. Retrieved from www.retailindustry.about.com Halal, Bill (2010). How Netflix Beat Blockbuster: An Exemplar of Emerging Technologies. Retrieved from www.billhalal.com Mintzberg, H., Lampel, J., Quinn, J. B. (2003). The Strategy Process: Concepts, Contexts, Cases (4th ed.). Upper Saddle River, NJ: Prentice Hall Netflix Long Term View (2014). Retrieved from http://ir.netflix.com Netflix Capstone and Final Report (2014). Retrieved on January 7, 2014. http://mgmtclarity.files.wordpress.com/2010/04/capstone_final_report.pdf

Facebook and Knowledge Management

Facebook and Knowledge Management Until the advent of Facebook, no inventor of an Internet-based technology has ever been heralded on TIME Magazine as person of the year (Grossman 2010) until Mark Zuckerberg came up with an invention that ate the world (Grossman 2009). The importance of Facebook as a technological platform has been unparalleled precisely because it has transcended from being a mere digital platform to become a part of the social reality of people around the globe (Naughton 2010). In the Facebook Age, knowledge creation has become ubiquitous. People transmit and consume knowledge every second as they share information, thoughts, opinions, and multimedia (Richardson 2010). This innovation started out as a college tradition before becoming a social networking site (Grossman 2007). Facebooks launch occurred in 2004 in a Harvard dorm room and started out as a networking for undergraduate students (Fuglsang 2008, p. 13). Students get introduced to one another using photographs into a physical facebook patt erned after Hot or Not where students got to vote who looked hotter in compared photos (Schwartz 2003). From its origin as a networking tool, Zuckerberg developed it into a web-based service where members can post their profiles containing information such as birth dates, employment, interests, favourite books, favourite music, and others (Schonfeld, 2008). Moreover, the service enabled people to privately communicate with each other through messages or by posting a message on someones wall (Richardson 2010). During his interviews, Zuckerberg underscores the motivation behind Facebook: enhancing real connections (Grossman 2010). His theory revolves around the fact that people communicate most naturally and effectively with those they know friends, family, and associates. All Facebook did was to provide information to a set of applications through which people want to share information, photos or videos or events (Calrson 2010). Today, Facebook is a way of life for millions of peopl e, which as of January 2011 total 600 million users (Carlson 2011). Due to its phenomenal rise and usage, Facebook has become a significant product that has several implications for the practice of knowledge management. How Facebook has revolutionised collaboration for knowledge management One area where technology has become a crucial tool for knowledge management has been in collaboration. Among the fundamental goals of knowledge management is to improve organizational performance by enabling individuals to capture, share, and apply their collective knowledge to make optimal decisionsà ¢Ã¢â€š ¬Ã‚ ¦in real time (Smith and Farquhar 2000, p. 17). Knowledge management goes beyond technology facilitating information sharing and collaboration; it creates and sustains communities of practice, copes with culture and behavior of people, and creates trust and validated content (Payne 2007).The use of technology for collaboration has vastly changed from what it meant 10 years ago. The evolution could be divided into stages: Disks and file transfers via email. Before, collaboration referred to the process of transferring files one-by-one via email or passing around floppy disks. This proved time-consuming for people and difficult to retrieve information; labelling was either incomplete, out-of-date, or the contextual information was vague. The effect was that people took too much time browsing in order to retrieve data (Adler and Kwon 2002). Network drives. After file transfers came the more advanced collaboration tool by using network drives so that all folders can now be accessed by all through a local network. Yet, this system of collaboration posed problems: it was limited by memory and attention spans and personal connections. People still relied on others to determine where data can be retrieved. A linear relationship existed between the time required to manage data and the size or number of data being managed. Hence, managing data was still time-consuming and people found minimal incentives in dealing with data or information management. Web-based software solutions. The advent of the Internet made collaboration easier especially when Web-based collaboration software was developed by companies. A case in point is Microsoft SharePoint which offered features that allowed the smooth flow of information: alerts, document libraries, forms, surveys, discussion boards, personal profiles, categorizations, and functions such as pulling information from data sources on the Web (Payne 2007). Despite expanding access to resources and organizing data at the same time protecting information, what lacked was a critical element of the collaboration process: user participation. Social networking. Encouraging people to become active participants in the knowledge management process is a challenge. With the popularity of social networking sites like Facebook, knowledge management has now considered the use of the social media approach to stimulate collaboration (Shih 2009). Facebook offers not merely a platform where people exchange information it also enhances satisfaction and emotional gratification because the engagement becomes personal and hence, more fun. Effective collaboration requires two primary elements: adoption (number of teams having access to the system) and engagement (number of people regularly using the system) (Alavi and Leidner 2001). Social media such as Facebook has revolutionised the way knowledge management among organisations has been defined. Current state of the art of Facebook: a review From a simple networking technology, Facebook has progressed and evolved in terms of interface and interaction for users, ability for knowledge creation, as well as potential threats to knowledge creation (Gawer 2009). Interface and interaction for users. Many interface changes have been made to address privacy issues and improve page management for Facebook users. Some of these changes were received positively and negatively. On the one hand, the new privacy features limited knowledge sharing and exchange while on the other hand, it also enhanced trust during the knowledge exchange. Some of the following listed here are the major interface changes in Facebook: May 2006 Networks are expanded to workplaces as well as colleges and high schools. September 2006 News Feed and Mini-Feed are added, aggregating profile changes of friends. New privacy settings are made available. Additionally, registration is expanded so anyone can join. May 2007 Facebook launches their Applications platform. July 2007 Facebook removes the profile field that allows users to list their courses. March 2008 New privacy controls are added (Lampe, Ellison and Steinfeld 2008). October 2010 Facebook changed user interface to accommodate its Groups feature. The Edit Notifications button was changed to Edit Settings and users have the option to opt out (Constine 2010) February 2011- Providing one-click link for various administrative tasks, removal of tabs for page improvement, a new masthead composing five images latest to be added (called Photostrip) (Ware 2011) Ubiquity in knowledge creation. What makes Facebook lead its rivals such as MySpace is its friendliness to third-party application developers. Facebook developed an application programming interface (API) which developers can now use and take advantage of in the context of social networking at Facebook. Developers can now utilize user social graphs and from there design applications which would enhance user interaction in a myriad of ways. Aside from user interaction, businesses stand to gain from API because advertising and financial transaction functionalities can also be integrated. However, the key element to the ubiquitous knowledge creation in Facebook is the news feed which has already been patented to Zuckerberg. Developers could now tap into the social graph of users and create applications of all types that would allow people to interact in new and interesting ways. Once a user posts information, status, media, or installs an application, a message kicks off and appears in the news feeds of all the users friends (Treadaway and Smith 2009, p. 186). For November 2007, more than 7,000 applications were developed using the Facebook Platform or roughly 100 every day (Rampell 2007). There were over 400,000 registered application developers (Ustinova 2008). Moreover, Facebook simplifies gathering and connecting information between images, videos, and text. Its structure allows individuals (nodes) to be connected to information from non-connected individuals; for instance, a user can view messages through the news feed made by unconnected contacts to the users friends. Moreover, groups are able to create knowledge based on interest such as social or political groups or a group of experts exchanging knowledge. Another interesting feature that enhances knowledge creation is Notes which allows individuals to create content on topics or concepts (Kirkpatrick 2010). People may respond through the comment facility which refines and develops information further. Som e of the numerous features which Facebook has that contribute to knowledge creation include: liking; comment; ratings; threaded conversations; feeds; automatic updates when specific things of interest happen; the ability to ask questions (survey); the ability to make requests; and the ability to pass word along about things that are happening (Hearn 2008, Gawer 2009). Factors that help or hinder KM when using Facebook. While Facebooks API platform has made knowledge creation and knowledge sharing easier, it has also raised questions of privacy. Some of the popular apps that Facebook has have become spam or in some cases, relayed identifying information without users consent (Acohido 2011). These are then transmitted to advertising companies and Internet tracking businesses (Steele and Fowler 2010). Privacy issues have affected nearly 10 million Facebook users; this issue is forecast by some tech experts to plague Facebook for years to come (Malbon 2011). The impact of Facebook of KMS Knowledge work. Facebook has facilitated the process in which users share their knowledge with a group of other users or an organisation (Hearn 2008, p. 74). The sharing of knowledge can be within a closed or open community. In the knowledge sharing process, users possess the knowledge they contribute (Van Grogh 1998, p. 151). This means that the identity of the users is known and associated with the contributions. Ideally, users have full control over the content with respect to granting and withdrawing access rights for sharing, grouping, and annotating contributions (Alavi and Leidner 2001) but loopholes in Facebook has led to significant privacy control issues (Van Grove 2010). Collaboration communication. Mass collaboration using digital technologies like Facebook is transforming all aspects of the knowledge society even more rapidly than envisioned (Howlett 2010, p. 21). These users can give hints, make suggestions how to solve the problem, or give concrete solution directions (Choi and Lee 2003). Private communication between the users through the collaborative problem-solving platform is not possible, thus all feedback, hints, answers, and solutions provided are visible to all users of the community (Golder and Huberman 2006). There are however features which allow for private communication. Management. Facebook has had several implications for management. First, there is the perceived loss of productivity because of excessive engagement with social networking sites. An article featured in The Economist stated that an IT company lost over 1.4 billion pounds (USD 2.3 billion) yearly due to overuse of social networks during working hours. The same article cited how banning Facebook from the workplace would improve productivity (Yammering away at the office 2011). However, Facebook has also revolutionised the recruitment process because it has made information transparent. In fact, almost half (47%) of executives in the U.S. reported that they browsed through the Facebook pages of potential candidates and from that information, made decisions pertaining recruitment (Anonymous no more 2010). Trust issues. Perhaps the biggest issue with Facebook in relation to knowledge management is trust (Schwartz 2011a). Privacy experts have repeatedly indicated that Facebook sent user information to its advertising through cookies (Van Grove 2010). Essentially, Facebook is said to have deanonymised the whole social networking process and only when the issue gained significant media mileage did Facebook act (Malbon 2010). The future of Facebook The future of Facebook with respect to KMS seems bright but if it is unable to resolve privacy issues, it may find itself out of the lead (Schwartz 2011b). Facebook may lead to fast and easy knowledge creation but the high participation of end users presents problems such as privacy issues and low productivity. The Facebook Platform allows the integration of different kinds of knowledge particularly the integration of applications and the constant creation of content (Gawer 2009, p. 134; Kirkpatrick 2010). Facebook, when properly managed, can provide knowledge management support for professional organisations as well as of non-professional organisations.

The Cross-Dresser and Transsexual Essay -- Some Like it Hot Gender Rol

The Cross-Dresser and Transsexual Attitudes towards cross-dressing, transvestitism and transsexuality have changed greatly since the conformity of the 1950’s. Today, the drag queen RuPaul sells cosmetics and a female character with a penis can become a sympathetic addition to a prime time drama such as Ally McBeal. These transgressions from normative gender roles are frequently employed by filmmakers to examine the complexity and fluidity of modern masculinity and femininity. The roots of these explorations can be seen as far back as 1959’s Some Like it Hot, but only in the 1990’s were directors able to use these sliding identities to their fullest extent. By examining Billy Wilder’s, Neil Jordan’s and Kimberley Peirce’s use of external gender signs, gender roles, sex and sexuality in Some Like it Hot, The Crying Game and Boys Don’t Cry, respectively, we may see the progression of gender blending from comedic device towards accepted identity. While none of these films entirely empowers its transgendered characters, and masculinity is privileged as the more flexible identity, the latter two films nevertheless make strides towards a society where limited definitions of gender and identity do not exist. External gender signs such as costume, hair length and voice are the spectator’s first indication that a crossing has taken place. In Some Like it Hot, this cross-dressing has a purpose and is parodied throughout, while in The Crying Game and Boys Don’t Cry, the main characters’ transvestitism is realistic and treated with more sympathy. As our society is inundated with film images, we are comfortable with the picture of Tony Curtis and Jack Lemmon dressed as women for the film Some Like it Hot. But one must remember that gen... ... and Boys Don’t Cry, on the other hand, show a move towards a society that is more willing to embrace these alternative identities. Both films use realistic disguise, behaviours and sexuality to help audiences identify with their transgendered characters. Furthermore, sex is shown to be of little consequence when it comes to a person’s true gender. Unfortunately, the portrayals of transsexuals in these two films are not yet fully liberating. The Crying Game stumbles into stereotype and limits Dil’s sexual behaviour, and even the most progressive of the three, Boys Don’t Cry, shows Brandon dying a horrible death. However, Peirce’s film has come a long way in open-mindedness since the antics of Joe and Jerry in Some Like it Hot. Perhaps in the coming years a filmmaker will finally dare to portray a happy and realistic transgendered character and also let him/her live.

William Shakespeares Hamlet :: Shakespeare Hamlet Essays

William Shakespeare's Hamlet Disillusionment. Depression. Despair. These are the burning emotions churning in young Hamlet's soul as he attempts to come to terms with his father's death and his mother's incestuous, illicit marriage. While Hamlet tries to pick up the pieces of his shattered idealism, he consciously embarks on a quest to seek the truth hidden in Elsinore; this, in stark contrast to Claudius' fervent attempts to obscure the truth of murder. Deception versus truth; illusion versus reality. In the play, Prince Hamlet is constantly having to differentiate amongst them. However, there is always an exception to the rule, and in this case, the exception lies in Act 2, Scene 2, where an "honest" conversation (sans the gilded trappings of deceit) takes place between Hamlet and Rosenkrantz and Guildenstern. Via the use of prose and figurative language, Shakespeare utilizes the passage to illustrate Hamlet's view of the cosmos and mankind. Throughout the play, the themes of illusion and mendaciousness have been carefully developed. The entire royal Danish court is ensnared in a web of espionage, betrayal, and lies. Not a single man speaks his mind, nor addresses his purpose clearly. As Polonius puts it so perfectly: "And thus do we of wisdom and of reach^Ã… By indirections find directions out" Act 2, Scene 2, Lines 71-3 The many falsehoods and deceptions uttered in Hamlet are expressed through eloquent, formal, poetic language (iambic pentameter), tantamount to an art form. If deceit is a painted, ornate subject then, its foil of truth is simple and unvarnished. Accordingly, when the pretenses of illusion are discarded in Act 2, Scene 2, the language is written in direct prose. Addressing Rosenkrantz and Guildenstern, Hamlet pleads with them to deliver up honest speech about the intent of their arrival: "[offer up] Anything but to th' purpose." Act 2, Scene 2, Line 300 In a gesture of extreme significance, in a quote complementary to Polonius' aforementioned one, Hamlet demands: "Be even and direct with me whether you were sent for or no." Act 2, Scene 2, Lines 310-11 Being the bumbling fools they are, Rosenkrantz and Guildenstern disclose their intentions and purposes to Hamlet, revealing the King and Queen's instructions. Thus does truth prevail in this passage. For this reason, the whole passage is devoid of the "artful" poetic devices that are used in the better portion of the play. The recurring motif of corruption also appears in the passage.

Matrix Organizational Structure Essays -- Business Management

Organizational structure is the way that an organization arranges people and jobs so that work can be performed and goals can be achieved. Good organizational design helps communications, productivity, and innovation. Many organization structures have been created based on organizational strategy, size, technology, and environment. Robbins and Judge (2011, p. 504) listed three common structures: simple, bureaucracy, and matrix. In this post the author will describe the matrix structure, and discuss its advantages and disadvantages. Matrix structure is first introduced in the aerospace industry in the 1960s and become one of the popular organizational design options in today’s business and industry (Derven & Alexandria, 2010). Burns and Wholey (1993) poinited out that matrix structure were used in advertising agencies, aerospace firms, research and development laboratories, hospitals, government agencies, and universities. Matrix structure is the combination of two or more different structures and take the advantages of the pure functional structure and the product organizational structure (Robbins & Judge, 2011, p. 497). The employees in the matrix may have two bosses: their functional department managers and their product managers. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. In many organizations, a matrix structure is i mplemented to address the requirement to do more with less and become more agile. The matrix structure, which focuses on horizontal as well as vertical management, has become more widespread as a result of globalization and the... ...llustrate his points. References: Burns, L. R., & Wholey, D. R. (1993). Adoption and abandonment of matrix management programs:Effects of organizational characteristics and interorganizational networks. Academy of Management Journal, 36(1), 106-139. Carter, L., Ulrich, D., & Goldsmith, M. (2005). Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership. San Francisco, CA: John Wiley and Sons. Derven, M., & Alexandria, T. D. (2010). Manging the matrix in the new normal. T + D. Alexandria, 64(7), 42-49. Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson. Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455

Aims and Objectives Essay

Hypothesis: Shopping centres in the Central Business District area are better in the sense that they provide a higher level of quality and variety of goods than the shopping centres in the residential areas. Aims and objectives: * Our general objective is to compare and contrast two shopping centres in the Central Business District (CDB) against another two shopping centres in the residential areas. We are also keen to investigate the various factors that influence the people’s decision to patronise the particular shopping centres. For example, the shopping malls in the CDB areas might be a better place to shop in terms of shopping quality and variety but on the other hand, the shopping malls in the residential areas might appeal to the public better in terms of close proximity to their homes and convenience. Our studies will intend to find out the link that exists between the shopping centres of our choice, and uncover a pattern that we will be going in further detail in our results and findings according to public opinion through means like surveys and in addition, our own feelings on the contributing factors or reasons. Our main focus would be the quality of shopping provided by the shopping mall. This includes the services, accessibility and the facilities provided that improves the shopping experience for the patrons. We will be taking surveys of the patrons there to find out their feelings about the shopping mall and its quality. We would also go there and do general analysis of the mall ourselves. This is to give us a base of comparison between our ideas of good quality compared to the peoples’ idea of good quality observed in a shopping mall.

Sky Team 2

Team, branded as SKYTEAM, is an  airline alliance  with its centralised management team, SkyTeam Central, based in the World Trade Center Schiphol Airport on the grounds of  Amsterdam Airport Schiphol  in  Haarlemmermeer,  Netherlands. [2][3]  SkyTeam was founded in 2000 by  Aeromexico,  Air France,  Delta Air Lines  and  Korean Air  Ã¢â‚¬â€œ the last of the three airline alliances to be formed – but has grown to become second largest airline alliance in the world (in passenger number terms and members), behind  Star Alliance  and ahead of  Oneworld.The alliance currently consists of thirteen carriers from four continents, with the slogan  Ã¢â‚¬Å"Caring more about you†. SkyTeam also operates a cargo alliance called  SkyTeam Cargo. As of October 2010, the alliance and its members have a total workforce of 316,445. [4] In 2004, the alliance had the biggest expansion when  Continental Airlines,  KLM  and  Northwest Airlines  joi ned simultaneously as full members.In 2010, the alliance celebrated its 10th  anniversary with the introduction of a  SkyTeam livery, the joining of and upgrading of status 4 airlines, followed by the announcements of  Aerolineas Argentinas,  China Eastern Airlines,  China Airlines  and  Garuda Indonesia  to become full members. As of October 2010, SkyTeam and its future members flies to 898 in 169 countries. It operates over 12,500 flights with a combined fleet of 3,400 aircraft (including associate carriers). Furthermore, the alliance has 420 lounges worldwide to serve its 385  million  annual passengers.Besides its passenger-carrying business, SkyTeam also runs a separate cargo alliance –  SkyTeam Cargo  Ã¢â‚¬â€œ which partners eight  carriers  who are all SkyTeam members. Contents  [hide] * 1  Membership history * 1. 1  Formations and early years * 1. 2  Biggest expansion * 1. 3  2005–2006 * 1. 4  2007 expansion * 1. 5  200 8–2009: Departure of airlines and new initiatives * 1. 6  10th anniversary * 2  Member airlines * 2. 1  Full members and their member & non-member affiliates * 2.   Former members * 2. 3  Future members * 2. 3. 1  Possible future members * 3  SkyTeam Cargo * 4  Benefits and services * 4. 1  Members' hubs * 4. 2  Co-locations * 4. 2. 1  Asia * 4. 2. 2  Europe * 4. 2. 3  North America * 4. 3  Premium status * 4. 3. 1  SkyTeam Elite * 4. 3. 2  SkyTeam Elite Plus * 5  SkyTeam special livery * 6  Footnotes * 7  External links| ————————————————- [edit]Membership history [edit]Formations and early yearsA  Delta Air Lines  Boeing 757-200(N717TW)  in the SkyTeam livery On 22 June 2000, representatives of the four founding carriers–Aeromexico,  Air France,  Delta Air Lines  and  Korean Air–held a meeting in New York to announce the founding of the third  airline alliance, named  SkyTeamâ„ ¢. [5]  Upon the formation, SkyTeam, would offer its customers a total of 6402 daily flights to 451 destinations, in 98 countries. In September 2000, the alliance established a cargo alliance,  SkyTeam Cargoâ„ ¢, as it focuses more on cargo operations.5]  The group's inaugural members are Aeromexpress, Air France Cargo, Delta Air Logistics and Korean Air Cargo. The following month, the newly-established airline alliance announced its intentions to grant  CSA Czech Airlines  membership. [5] The year 2001 saw the joining of  CSA Czech Airlines  on 25 March[5]  and  Alitalia  on 27 July. [6]  On 30 September, the alliance received KLM's application for membership,[7]  following the airline's plans to create a leading airline group with Air France. 7]  In 2003,  Delta's subsidiary  Delta Express  was replaced by  Song. That same year, SkyTeam also launched an i mproved website, focused on providing passengers with more information, increased interactivity, and other resources. [8] [edit]Biggest expansion A  Czech Airlines  ATR 42  (OK-JFL). The airline was the first recruit following the alliance's formation On 24 May 2004,  Aeroflot, the  flag carrier  and principal airline of Russia, signed a  Memorandum of Understanding  (MoU) with SkyTeam as it intends to become a full member.The event took place inKremlin, following the airline's application earlier in the year for membership. [9][10]  SkyTeam says that Aeroflot has not met the consortium's standards, but the airline's large hub networks makes it ideal for the alliance. [11] On 28 August,  China Southern Airlines, the largest carrier in the  People's Republic of China, signed a preliminary agreement in  Guangzhou, in its bid to become a full member. 12]  In the presence of a number of Chinese and airline officials, Yan Zhiqing, Chairman of China Southern, sai d, â€Å"This agreement-signing event is an important step forward into the future for China Southern Airlines to adapt itself to the need of further reforms and opening to the international community, as it will strengthen the airline's international cooperation and global competitiveness. † On 13 September,  Continental Airlines,  KLM  and  Northwest Airlines  joined the alliance. [13][14]  Their simultaneous entry was the largest expansion event in airline alliance history.As a result of the three new members, SkyTeam passed  Oneworld  to become the second largest alliance, serving more than 341  million  customers with 14,320 daily flights to 658 destinations in 130 countries. [13] [edit]2005–2006 Even though member CSA Czech Airlines pledged to help  Malev Hungarian Airlines  become an associate member of the alliance (as opposed to a full member, an associate has no voting rights), Malev Hungarian Airlines opted to join the  Oneworld   alliance, signing a Memorandum Of Understanding late in May.A few days later SkyTeam announced four new associate members due to join by 2006, each one being â€Å"sponsored† by an existing member:  Madrid-based  Air Europa  (sponsored by  Air France),  Panama-based  Copa Airlines  (sponsored and partly owned by  Continental Airlines),  Kenya Airways(sponsored and partly owned by  KLM) and  Romania's  TAROM  (sponsored by  Alitalia). Every associate adopted a  frequent flyer program  of a full member:  Copa Airlines  already used  Continental's  OnePass  while  Kenya Airways  and  Air Europaused  Air France-KLM's  Flying Blue.An Alitalia (the one which succeeds Alitalia-Linee Aeree Italiane) Boeing 767-300ER, registered as EI-DBP, is seen here in SkyTeam  livery. (2010) Aeroflot  joined on 14 April 2006 following a 24-month joining process since May 2004, the first Russian airline to be associated with an airline allianc e. [15][16]  Aeroflot has increased its operational standards, passing  International Air Transport Association's (IATA)  Operational Safety Audit  (IOSA). Delta's subsidiary  Song  continued to operate as  Delta Air Lines.In June, it was announced thatPortugalia  would become the alliance's next associate member candidate, however, in November, rival airline (and Star Alliance member)  TAP Portugal, purchased 99. 81% of the airline, bringing an end to its candidacy. [17] [edit]2007 expansion On 4 September 2007,  Air Europa,  Copa Airlines,  Kenya Airways  became members of SkyTeam's Associate program, which was launched to serve airlines in strategic regions who are intending to become affiliated with the alliance. 18][19]  China Southern Airlines  joined SkyTeam on 15 November to become the 11th full member and the first carrier from  Mainland China  to join SkyTeam. [20]Aeromexico's subsidiary  Aerolitoral  became  Aeromexico Connect. [edi t]2008–2009: Departure of airlines and new initiatives An  Air France  Boeing 777-300ER(F-GZNE)  in the special SkyTeam livery, which was unveiled in 2009 Continental Airlines  and  Copa Airlines  announced their intentions to move to the  Star Alliance  after Continental's final flight with SkyTeam on 24 October 2009. Alitalia-Linee Aeree Italiane  re-launched operations as the new  Alitalia.In 2009, the alliance announced initiatives towards a centralised management system, based in  Amsterdam. [21]  The consortium also named a new managing director and a timeline outlining the opening of its co-located facilities at  London Heathrow Airport. A new special livery was also unveiled. [21]  On 24 October,  Continental Airlines  and  Copa Airlines  simultaneously left SkyTeam,[22]  after which Continental Airlines would join  Star Alliance  on 27 October. [23]  At the time, it was rumoured that the switch is Continental's initial move in its plan of a United-Continental merge. [24] [edit]10th anniversaryTo start off 2010,  Northwest Airlines  and  Delta Air Lines's operating certificates were officially combined on 1 January, while on 9 March,  China Southern Airlines  announced its plans to join  SkyTeam Cargo. [25]  With membership expected to be granted in November, the airline will be the first Chinese carrier to join a global air cargo alliance. On 16 April,  China Eastern Airlines  announced its intentions to join the alliance, with the official joining ceremony expected to take place mid-2011. [26]  The announcement came after the airline's merge with  Shanghai Airlines, a member of SkyTeam's rival Star Alliance.On 10 June,  Vietnam Airlines  became a full member following a joining ceremony held in  Hanoi. [27]  The airline, therefore, became the first SkyTeam carrier from Southeast Asia, where  Star Alliance  has a strong presence through  Singapore Airlines. With an extra 20 unique destinations added to SkyTeam's route map, Vietnam Airlines helps strengthen the alliance's foothold in the region. [27] On 22 June, the  CEOs  and  Chairmen  of the 13 member airlines gathered in New York to celebrate the alliance's 10th  anniversary.During its first decade of operation, the world's second largest airline alliance more than tripled its membership, doubled it flights and nearly doubled the alliance's destinations. [28]  On the same day, SkyTeam announced that it had renewed its membership program, thereby upgrading  Air Europa  and  Kenya Airways  membership status from associate members to full members,[29][30]  and making TAROM a future full member of the alliance. During the ceremony, the Board outlined its plans to recruit members from  Latin America,  South America  and  India. [28]  Three days later, TAROM officially became a member of SkyTeam. 31]  As part of the celebration, SkyTeam offered reductions of roun d-the-world fares[32]  and other promotions. Following the 10thanniversary, SkyTeam intends to enhance customers' travel experience and deepen co-operation among its members to supplement the expansion into regions that are yet to have SkyTeam members. [33] â€Å"| In South America, India and Africa, it is clear there will be a significant battle for positioning to lure good carriers in your alliance. | †| —Leo van Wijk, Chairman during a 10th anniversary event of SkyTeam[34]| During the year, Delta Air Lines offered  US$1. 2 billion to  Japan Airlines  after the  Asian  airline filed for  bankruptcy  due to US$26 billion debt,[35]  at the same time lobbying  Oneworld's largest member in Asia to switch to SkyTeam. [36]  Delta, along with  American Airlines, wanted Japan Airlines to be in their respective alliances to benefit from the U. S. –Japan  Open Skies agreement. Eventually, Japan Airlines opted to remain at Oneworld, citing that the transfer to SkyTeam would confuse its passengers, and may not gain anti-trust immunity from U. S. regulators. [37] China Airlines will join SkyTeam as a full member in 2011.On 14 September, in space of 5 months, SkyTeam received its second application for full membership. China Airlines, the flag carrier and largest carrier of  Republic of China, announced that it has formally started the joining process. [38]  Upon joining, the airline's route network will supplement those of  China Southern Airlines  and  China Eastern Airlines, allowing cooperation among the three airlines, as well as strengthening SkyTeam's presence not only in both the  People's Republic of China  and the Republic of China, but throughout the Asia-Pacific region.The following month, October,  Aerolineas Argentinas  would sign an agreement to officially start the process of becoming the first  South American  SkyTeam member. The airline is set to join in 2012. [39][40][41] On 1 November ,  Shanghai Airlines  switched from  Star Alliance  to SkyTeam under its parent company, future SkyTeam member, China Eastern Airlines. [42]  This bolstered SkyTeam's presence in the People's Republic of China and surrounding areas, making the SkyTeam the number 1 alliance in the region. 43]  Garuda Indonesia, the flag carrier of Indonesia, formally started its joining process on 23 November, and is scheduled to be integrated by 2012. [44]  Upon joining, the airline will become the second Southeast Asian airline to join SkyTeam, therefore challenging  Star Alliance's dominance in the region through  Thai Airways International  and  Singapore Airlines. ————————————————- [edit]Member airlines [edit]Full members and their member & non-member affiliates Member airline| Country| Joined| Member affiliates| Non-member affiliates| Aeroflot|   Russia| 20 06|   Donavia Nordavia|   Rossiya|Aeromexico[A]|   Mexico| 2000|   Aeromexico Connect Aeromexico Travel| —| Air Europa|   Spain| 2007| —| —| Air France[A][B]|   France| 2000|   Brit Air CityJet Regional|   transavia. com France  (60%)| Alitalia|   Italy| 2008|   Alitalia Express Air One CityLiner|   Air One Smart Carrier| China Southern Airlines|   China| 2007| —|   Chongqing Airlines   Xiamen Airlines| Czech Airlines|   Czech Republic| 2001| —| —| Delta Air Lines[A]|   United States| 2000|   Delta Connection   Delta Shuttle|   Delta AirElite| Kenya Airways|   Kenya| 2007| —| —| KLM[B]|   Netherlands| 2004|   KLM Cityhopper|   Martinair   transavia. com transavia. com France  (40%) transavia. om Denmark  (until April 2011)| Korean Air[A]|   South Korea| 2000| —|   Jin Air| TAROM|   Romania| 2010| —| —| Vietnam Airlines|   Vietnam| 2010| —|   Cambodia Angkor Air   Vietnam Air Service Company (VASCO)| A  Founding member[45] B  Air France and KLM Royal Dutch Airlines are part of the airline holding company  Air France-KLM[46] [edit]Former members Former member airline| Country| Joined| Exited| Member affiliates| Alitalia-Linee Aeree Italiane[A]|   Italy| 2001| 2008|   Alitalia Express   Volare Airlines| Continental Airlines[B]|   United States| 2004| 2009| Continental Connection  operated by: >  Ã‚  Cape Air >  Ã‚  Colgan Air >  Ã‚  CommutAir   Ã‚  Gulfstream International Airlines Continental Express  operated by: >  Ã‚  Chautauqua Airlines >  Ã‚  ExpressJet Airlines Continental Micronesia| Northwest Airlines[C]|   United States| 2004| 2009|   Northwest Airlink| A  Alitalia  re-launched operations in  2008 B  Left the alliance to join  Star Alliance  with  United Airlines C  Northwest Airlines' operating certificate was combined with Delta Air Lines'. Northwest Airl ines ceased operating as a separate carrier and all of its flights now operate under the Delta Air Lines name Former member affiliate| Country| Joined| Exited| Member affiliate of| Aerolitoral[A]|   Mexico| 2000| 2007|   Aeromexico|Delta Express[B]|   United States| 2000| 2003|   Delta Air Lines| Song Airlines[C]|   United States| 2003| 2006|   Delta Air Lines| VLM Airlines[D]|   Belgium| 2000| 2009|   Air France| A  A founding affiliate member and relaunched as  Aeromexico Connect. B  A founding affiliate member. Replaced by Song Airlines. C  Song's operations became part of  Delta's fleet. D  A founding affiliate member and merged with  CityJet. Former associate member| Country| Joined| Exited| Member affiliates| Copa Airlines[A]|   Panama| 2007| 2009| AeroRepublica| A  Left the alliance on October 24, 2009 and will join  Star Alliance  in mid-2012. edit]Future members China Eastern Airlines  will become a full member in mid-2011. Aerolineas Argentinas  will join SkyTeam as a full member in early 2012. Garuda Indonesia  is set to join SkyTeam in 2012 Future member airline| Country| Joining| Member affiliates| Non-member affiliates| Aerolineas Argentinas[47]|   Argentina| 2012|   Austral Lineas Aereas| —| China Airlines[38]|   Taiwan| Mid-2011|   Mandarin Airlines| —| China Eastern Airlines[48]|   China| Mid-2011|   Shanghai Airlines| —| Garuda Indonesia[44][49][50]|   Indonesia| Early-2012| —|   Citilink| [edit]Possible future membersAirline| Country| Member affiliates| Non-member affiliates| Aer Lingus[51]|   Ireland|   Aer Lingus Regional| —| Air Algerie[52]|   Algeria| —| —| Gulf Air[53]|   Bahrain| —| —| Jet Airways[54][55]|   India| —|   Jet Konnect JetLite| Malaysia Airlines[56]|   Malaysia|   MASwings|   Firefly| Middle East Airlines|   Lebanon| —| —| Saudi Arabian Airlines[57]|   Saudi A rabia| —| —| ————————————————- [edit]SkyTeam Cargo Main article:  SkyTeam Cargo SkyTeam Cargo is is a cargo division of SkyTeam. SkyTeam Cargo is the bigger f the world's two cargo alliances, ahead of its rival  WOW Alliance. The cargo alliance partners eight members from the passenger alliance –  Aeromexpress,  Air France Cargo,  Alitalia Cargo,  China Southern Cargo,  CSA Cargo,  Delta Air Logistics,  KLM Cargo  and  Korean Air Cargo. ————————————————- [edit]Benefits and services [edit]Members' hubs Rome  Da Vinci Airport  Terminal 1 Amsterdam Airport Schiphol Beijing Capital International Airport Terminal 2 Mexico City International Airport Terminal 2 Warsaw Frederic Chopin Airport Terminal 1 Member Airline| Count ry| Hub Airport(s)|Aeroflot|   Russia| Sheremetyevo International Airport  (Moscow)| Aerolineas Argentinas  (future member)|   Argentina Argentina| Aeroparque Jorge Newbery  (Buenos Aires) Ministro Pistarini International Airport  (Buenos Aires)| Aeromexico|   Mexico| Mexico City International Airport| Air Europa|   Spain| Madrid Barajas Airport| Air France|   France| Paris-Charles de Gaulle Airport| Alitalia|   Italy| Leonardo da Vinci-Fiumicino Airport  (Rome)| China Airlines  (future member)|   Taiwan| Taiwan Taoyuan International Airport  (Taipei)| China Eastern Airlines  (future member)|   China China| Shanghai Hongqiao International AirportShanghai Pudong International Airport| China Southern Airlines|   China China| Beijing Capital International Airport Guangzhou Baiyun International Airport| Czech Airlines|   Czech Republic| Prague – Ruzyne Airport| Delta Air Lines|   Netherlands USA USA USA USA USA USA France USA Japan| Amsterdam Airport Schiphol Hartsfield–Jackson Atlanta International Airport Cincinnati/Northern Kentucky International Airport Detroit Metropolitan Wayne County Airport Memphis International Airport Minneapolis-Saint Paul International Airport John F. Kennedy International Airport  (New York) Paris-Charles de Gaulle AirportSalt Lake City International Airport Narita International Airport  (Tokyo)| Garuda Indonesia  (future member)|   Indonesia Indonesia| Ngurah Rai International Airport  (Denpasar) Soekarno–Hatta International Airport  (Jakarta)| Kenya Airways|   Kenya| Jomo Kenyatta International Airport  (Nairobi)| KLM|   Netherlands| Amsterdam Airport Schiphol| Korean Air|   South Korea South Korea| Gimpo International Airport  (Seoul) Incheon International Airport  (Seoul)| TAROM|   Romania| Henri Coanda International Airport  (Bucharest)| Vietnam Airlines|   Vietnam Vietnam Vietnam| Noi Bai International Airport  (Hanoi)Long Thanh Internatio nal Airport  (Ho Chi Minh City, future airport) Tan Son Nhat International Airport  (Ho Chi Minh City)| [edit]Co-locations [edit]Asia Airport| Terminal| Beijing Capital International Airport| Terminal 2| Narita International Airport  (Tokyo)| Terminal 1 North Wing, except  China Southern Airlines and  Vietnam Airlines  (Terminal 2)| Incheon International Airport  (Seoul)| Concourse A except,  Korean Air  (East Side of Main Terminal)| [edit]Europe Airport| Terminal| Henri Coanda International Airport  (Bucharest)| Terminal 1|   Frankfurt Airport| Terminal 2| London Heathrow Airport| Terminal 4|Madrid Barajas Airport| Terminal 1 (International) Terminal 2 (European and domestic), except  Czech Airlines  and  TAROM(Terminal 4)|   Sheremetyevo International Airport  (Moscow)| Terminals D and E, except  Vietnam Airlines  (Domodedovo International Airport)|   Charles de Gaulle Airport  (Paris)| Terminals 2E and 2F2 (International) Terminals 2D and 2 F1 (European) 2C, 2D, 2E, 2F and 2G (Air France)| Leonardo da Vinci-Fiumicino Airport  (Rome)| Terminal 1|   Warsaw Frederic Chopin Airport| Terminal 1, except  Aeroflot,  Tarom, and  Alitalia  (Terminal 2)| [edit]North America Chicago O'Hare International Airport Terminal 5Airport| Terminal| Hartsfield-Jackson Atlanta International Airport| Concourses T, A, B, and D (Domestic) Concourse E (International)|   O'Hare International Airport  (Chicago)| Terminal 5, except Delta (Terminal 2)|   Cincinnati/Northern Kentucky International Airport| Terminal 3|   Dallas-Fort Worth International Airport| Terminal D (KLM & Korean Air) Terminal E (Delta)| Detroit Metropolitan Wayne County Airport| McNamara Terminal|   Mexico City International Airport| Terminal 2, except  Air France  and  KLM  (Terminal 1)|   Minneapolis-Saint Paul International Airport| Terminal 1 (future o-location)|   General Mariano Escobedo International Airport(Monterrey)| Terminal B|   John F. Kennedy International Airport  (New York)| Terminals 1 and 4 (International) Terminals 2 and 3 (Domestic)| San Francisco International Airport| Terminal A (International) Terminals 1 B and C (Domestic)| Los Angeles International Airport| Terminals 2, 6, and TBIT (International) Terminal 5 (Domestic)| Seattle–Tacoma International Airport| South Satellite Terminal|   Toronto Pearson International Airport| Terminal 3, except  Alitalia  (Terminal 1)| [edit]Premium statusSkyTeam has two premium levels—Elite  and  Elite Plus—based on a customer's tier status in a member carrier's  frequent-flyer program. Each of the member and associate airlines recognises the elite statuses, with a few exceptions. The statuses have no specific requirements of their own; membership is based solely on the frequent-flyer programs of individual member airlines. Airline and Frequent Flyer Programme| SkyTeam Elite Status| SkyTeam Elite Plus Status| Aeroflot| Aerof lot Bonus[58]| Silver| Gold| Aeromexico| Club Premier[59]| Gold| Platinum| Air EuropaAir France Kenya Airways KLM TAROM| Flying Blue[60]| Silver Gold*| Gold**Platinum| Alitalia| MilleMiglia[61]| Silver Ulisse| Freccia Alata Freccia Alata Plus| China Southern Airlines| Sky Pearl Club[62]| Silver| Gold Platinum| Czech Airlines| OK Plus[63]| Silver| Gold Platinum| Delta Air Lines| SkyMiles[64]| Silver Medallion Gold Medallion| Platinum Medallion Diamond Medallion| Korean Air| SKYPASS[65]| Morning Calm| Premium Million Miler| Vietnam Airlines| Golden Lotus Plus[66]| TitaniumSilver| Platinum| *Gold: US / Mexico residents **Gold: non-US / Mexico residents edit]SkyTeam  Elite SkyTeam Elite status is awarded to customers who have reached the premium level of a member carrier's frequent flyer program. Benefits of SkyTeam Elite membership: * Priority reservations waitlisting * Priority airport standby * Priority boarding * Priority check-in * Preferred seating [edit]SkyTeam  Elite Plus Sk yTeam Elite Plus status is awarded to customers who have reached the higher premium level of a member carrier's frequent flyer program. Benefits of SkyTeam Elite Plus membership: * Priority reservations waitlisting Priority airport standby * Priority boarding * Priority airport check-in * Preferred seating * Priority baggage handling * Additional checked luggage allowance * Airport lounge access * Guaranteed reservations on sold-out flights * Express airport security (in some hub airports) ————————————————- [edit]SkyTeam special livery SkyTeam launched in 2009 a special livery celebrating its 10-year anniversary. The livery consisted of an all-metallic silver  fuselage  and a dark blue  empennage  with SkyTeam's logo on it.On the fuselage however, the alliance emblem is painted on both sides. As of November 2010, 13 aircraft wear the SkyTeam livery. OK-JFL, an  A TR 42  of  Czech Airlines  in special livery. (2009) Aircraft in SkyTeam livery[67]| Airline| Country| Aircraft| Registration| Completed| Aeroflot|   Russia| Airbus A330-300| VQ-BCQ| October 2009| Aerolineas Argentinas|   Argentina| TBA| Pending| Future| Aeromexico Aeromexico Connect*|   Mexico| Boeing 767-200ER Embraer ERJ-145| XA-JBC XA-CLI| May 2009 November 2010| Air Europa|   Spain| Boeing 737-800| Pending| Future|Air France|   France| Boeing 777-300ER| F-GZNE| June 2009| Alitalia|   Italy| Boeing 767-300ER| EI-DBP| May 2009| China Airlines|   Republic of China| TBA| Pending| Future| China Eastern Airlines|   People's Republic of China| TBA| Pending| Future| China Southern Airlines|   People's Republic of China| Boeing 777-200ER| B-2056| June 2009| Czech Airlines|   Czech Republic| ATR 42-500| OK-JFL| May 2009| Delta Air Lines|   USA| Boeing 767-400ER Boeing 757-200| N844MH N717TW| April 2009 September 2009| Garuda Indonesia|   Indonesia| TBA| Pend ing| Future| Kenya Airways|   Kenya| Boeing 737-800| Pending| Future| KLM|   Netherlands| Boeing 777-300ERBoeing 737-900| PH-BVD PH-BXO| August 2009 June 2010| Korean Air|   South Korea| Boeing 777-200ER| HL7733| October 2009| TAROM|   Romania| Boeing 737-800| Pending| Future| Vietnam Airlines|   Vietnam| Airbus A330-200| VN-A371| June 2010| * Aeromexico's subsidiary now has a SkyTeam livery, making Aeromexico the only member of the alliance with a SkyTeam livery for its affiliate. ————————————————- [edit]Footnotes References 1. ^  Our SkyTeam Carriers 2. ^  Ã¢â‚¬Å"SkyTeam Marks Major Milestones Toward A Centralized Organization†. SkyTeam. com. 25 July 2009. 3.   Ã¢â‚¬Å"Welcome to WTC. † World Trade Center Schiphol. Retrieved on 10 February 2010. 4. ^  Ã¢â‚¬Å"SkyTeam Facts ;amp; Figures†. SkyTeam. Retrieved 6 October 2010. 5. ^  a  b   c  d  Ã¢â‚¬Å"A History Of SkyTeam†. breakingtravelnews. com. 27/7/01. Retrieved 30 September 2010. 6. ^  Ã¢â‚¬Å"Delta, Alitalia partnership secure†. Atlanta Business Chronicle. 25/8/01. Retrieved 30 September 2010. 7. ^  a  b  SkyTeam (20/9/01). â€Å"SkyTeam Welcomes KLM Application for Membership†. Press release. Retrieved 30 September 2010. 8. ^  SkyTeam (11/6/03). â€Å"SkyTeam Launches Enhanced Web Site to Improve the Passenger Experience†. Press release.Retrieved 1 October 2010. 9. ^  SkyTeam (24/5/04). â€Å"SkyTeam Signs MOU With Aeroflot; Agreement preliminary step in new member joining process†. Press release. Retrieved 1 October 2010. 10. ^  Ã¢â‚¬Å"Aeroflot plans to join SkyTeam alliance†. Atlanta Business Chronicles. 24/5/04. Retrieved 2 October 2010. 11. ^  Ã¢â‚¬Å"Aeroflot eyes Sky Team membership†. BBC News. 29/1/04. Retrieved 1 October 2010. 12. ^  SkyTeam (28/8/04). â€Å"SkyTeam Signs Agreement With China Southern Airlines; Agreement preliminary step in new member joining process†. Press release. Retrieved 1 October 2010. 13. ^  a  b  SkyTeam (13/9/04). Continental, KLM And Northwest Join The SkyTeam Alliance; Solidifies Position as a Leading Global Alliance†. Press release. Retrieved 30 September 2010. 14. ^  Ã¢â‚¬Å"NWA, KLM & Continental join Skyteam Alliance†. mb. com. ph. 20/9/04. Retrieved 30 September 2010. 15. ^  SkyTeam (14/4/06). [http://www. skyteam. com/news/headlines/20060414. html  Ã¢â‚¬Å"Aeroflot Joins the SkyTeam Alliance Tenth Member Strengthens Position as a Leading Global Alliance and Extends Route Network Into High Growth Markets†]. Press release. Retrieved 2 October 2010. 16. ^  Ã¢â‚¬Å"Aeroflot sheds Soviet image to join ‘SkyTeam'†. Forbes. 14/4/06/.Retrieved 4 October 2010. 17. ^  SkyTeam Focused on Alliance Development as Portugalia Airlines Becomes Associate Airline Candidate; China Southern Mak es Progress Toward Membership Governing Board provides recruitment, network and services updates  fromwww. skyteam. com  2 June 2006 18. ^  SkyTeam (4/9/07). [http://www. skyteam. com/news/headlines/20070903. html  Ã¢â‚¬Å"SkyTeam Strengthens Global Network with Addition of Three Associate Airlines Air Europa, Copa Airlines and Kenya Airways Officially Join SkyTeam Associate Program†]. Press release. Retrieved 2 October 2010. 19. ^  Ã¢â‚¬Å"Kenya Airways And Two Others Join Sky Team†.AllAfrica. com. 6/9/07. 20. ^  SkyTeam. com (15 November 2007). â€Å"SkyTeam Welcomes China Southern Airlines as First Chinese Carrier†. Press release. 21. ^  a  b  SkyTeam (1/4/09). â€Å"SkyTeam names Managing Director, Introduces Aircraft Livery†. Press release. Retrieved 1 October 2010. 22. ^  Hensel, Bill (29/1/09). â€Å"Continental to leave SkyTeam alliance in October†. Chron. com. Retrieved 1 October 2010. 23. ^  Continental Airlines To Leave SkyTeam For Star Alliance  (Official Press Release: June 19, 2008) 24. ^  Ã¢â‚¬Å"Continental plans United tie-up; will leave SkyTeam for Star Alliance†. Timesonline. co. uk. 20/6/08.Retrieved 17 November 2010. 25. ^  SkyTeam (9/3/10). â€Å"China Southern Airlines to Join Skyteam Cargo in 2010†. Press release. Retrieved 1 October 2010. 26. ^  SkyTeam (16/4/10). â€Å"China Eastern to join SkyTeam†. Press release. Retrieved 1 October 2010. 27. ^  a  b  SkyTeam (10/6/10). â€Å"Vietnam Airlines Joins SkyTeam†. Press release. Retrieved 1 October 2010. 28. ^  a  b  SkyTeam (22/6/10). â€Å"SKYTEAM CELEBRATES TENTH ANNIVERSARY†. Press release. Retrieved 1 October 2010. 29. ^  Ã¢â‚¬Å"SkyTeam triples membership in first decade, upgrades three airlines, signs pilot JV†. Centre for Asia Pacific Aviation. 23/6/10. Retrieved 23 June 2010. 0. ^  Cameron, Doug (22/6/10). â€Å"SkyTeam Makes Kenya Airways, Air Europa Full Alliance Members†. Retrieved 23 June 2010. [dead link] 31. ^  SkyTeam. com 32. ^  SkyTeam (8/7/10). â€Å"SkyTeam Offers Lower Fares with Round the World Promotion†. Press release. Retrieved 23 October 2010. 33. ^  Skyteam. â€Å"SKYTEAM NEWSFLASH AUGUST 2010†. Press release. Retrieved 23 October 2010. 34. ^  Ã¢â‚¬Å"SkyTeam looking for new partners in Latin America, Asia and Africa†. eTurboNews. 23/6/10. Retrieved 23 June 2010. 35. ^  Ã¢â‚¬Å"Delta says SkyTeam could invest more in JAL – WSJ†. Thomson Reuters  (Forbes. com). 20/11/09. Retrieved 1 October 2010. 6. ^  Ã¢â‚¬Å"Japan Airlines Opts To Remain In Oneworld Alliance†. AviationNews. 16/2/10. Retrieved 1 October 2010. 37. ^  Ã¢â‚¬Å"JAL to stay with American Airlines: Reports†. The Economic Times. 8/2/10. Retrieved 1 October 2010. 38. ^  a  b  SkyTeam (14/9/10). â€Å"China Airlines Joins SkyTeam†. Press release. Retrieved 1 October 2010. 39. ^  SkyTeam (19/ 10/10). â€Å"SkyTeam to Welcome Aerolineas Argentinas as Future Member†. Press release. Retrieved 20 October 2010. 40. ^  Aaron, Karp (20/10/10). â€Å"Aerolineas Argentinas to become first SkyTeam member in South America†. ATW Air Transport World. Retrieved 20 October 2010. 41.   Ã¢â‚¬Å"Aerolineas Argentinas joins SkyTeam†. eTravel Blackboard. /21/10/10. Retrieved 21 October 2010. 42. ^  Ã¢â‚¬Å"Shanghai Airlines to join SkyTeam alliance†. TradingMarkets. com. 2/11/10. Retrieved 6 November 2010. 43. ^  Skyteam (1/11/10). â€Å"Shanghai Airlines To Become Part of SkyTeam†. Press release. Retrieved 6 November 2010. 44. ^  a  b  SkyTeam (23/11/10). â€Å"Garuda Indonesia Joins SkyTeam†. Press release. Retrieved 24 November 2010. 45. ^  Ã¢â‚¬Å"SkyTeam Milestones†Ã‚  (PDF). SkyTeam. Retrieved 8 January 2010. 46. ^  Ã¢â‚¬Å"Our SkyTeam Carriers†. SkyTeam. Retrieved 8 January 2010. 47. ^  Mutzabaugh, Ben (19/10/10). â €Å"SkyTeam to add Aerolineas Argentinas†.USA Today. Retrieved 19 October 2010. 48. ^  China Eastern to join SkyTeam, SkyTeam press release, 16 April 2010 49. ^  Govindasamy, Siva (19/11/10). â€Å"Garuda to ink SkyTeam agreement next week†. Flight Global. 50. ^  Rangga D. Fadillah (19/11/10). â€Å"Garuda Indonesia to join SkyTeam†. Jakarta, Indonesia: The Jakarta Post. Retrieved 20 November 2010. 51. ^  Ã¢â‚¬Å"[1]† â€Å"Aer Lingus Back in the Game,† from Aviation Week,† 15 September 2010 52. ^  Le Figaro– Air Algerie to join SkyTeam 53. ^  Ã¢â‚¬Å"BA-IBERIA ‘EYEING GULF AIR TAKEOVER'†. Gulf-daily-news. com. 7/9/10. Retrieved 30 October 2010. 54. ^  Mathews, Neelam (27/10/10). Jet Airways Mulls Joining SkyTeam†. Avationweek. com. Retrieved 29 October 2010. 55. ^  Dunn, Graham (5/11/10). â€Å"SkyTeam members could top 20 by 2012: chairman†. Flight Global. Retrieved 6 November 2010. 56. ^  Poss ible new members  from  atwonline. com, 3 April 2009 57. ^  Saudia to join global alliance  fromwww. arabnews. com  4 November 2010 58. ^  Ã¢â‚¬Å"About Aeroflot Bonus†. Aeroflot. 59. ^  Ã¢â‚¬Å"Club Premier†. Aeromexico. 60. ^  Ã¢â‚¬Å"Flying Blue at a glance†. Air France. 61. ^  Ã¢â‚¬Å"Millemiglia†. Alitalia. 62. ^  Ã¢â‚¬Å"About Sky Pearl Club†. China Southern Airlines. 63. ^  Ã¢â‚¬Å"OK Plus†. Czech Airlines. 64. ^  Ã¢â‚¬Å"About SkyMiles†. Delta Air Lines. 5. ^  Ã¢â‚¬Å"SKYPASS†. Korean Air. 66. ^  Vietnam Airlines – Membership Tiers 67. ^  Ã¢â‚¬Å"SKYTEAM Livery fact Sheet†. SkyTeam. Bibliography * â€Å"A History Of SkyTeam†. breakingtravelnews. com. 27/7/01. Retrieved 30 September 2010. ————————————————- [edit]External links | Wikimedia Commons has media related to:  SkyTeam | | Wikiquote  has a collection of quotations related to:  Skyteam| | Netherlands portal| | Aviation portal| * Official SkyTeam website * SkyTeam Cargo [show]v  Ã¢â‚¬ ¢Ã‚  d  Ã¢â‚¬ ¢Ã‚  eCommercial air travel| | An  airline alliance  is an agreement between two or more  airlines  to cooperate on a substantial level.The three largest passenger alliances are the  Star Alliance,  SkyTeam  and  Oneworld. Alliances also form between  cargo airlines, such as that ofWOW Alliance,  SkyTeam Cargo  and  ANA/UPS Alliance. Alliances provide a network of connectivity and convenience for international passengers and international packages. Alliances also provide convenient marketing branding to facilitate travelers making inter-airline  codeshare  connections within countries. This branding goes as far as to even include unified  aircraft liveries  among member airlines. Contents  [hide] * 1  Rationale * 2  Issues * 3  History * 4  Alliances * 4.   Notes * 5  References| ————————————————- [edit]Rationale Benefits can consist of: * An extended and optimised network: this is often realised through  code sharing  agreements. Many alliances started as only a code sharing network. * Cost reduction from sharing of: * Sales offices * Maintenance facilities * Operational facilities, e. g. catering or computer systems. * Operational staff, e. g. ground handling personnel, at check-in and boarding desks. * Investments and purchases, e. g. in order to negotiate extra volume discounts. * Traveler benefits can include: Lower prices due to lowered operational costs for a given route. * More departure times to choose from on a given route. * More destinations within easy reach. * Shorter travel times as a result of optimised transfers. * A wider range of  airport lounges  shared with alliance members * Faster mileage rewards by earning miles for a single account on several different carriers. * Round-the-world tickets, enabling travelers to fly over the world for a relatively low price. Airline alliances may also create disadvantages for the traveler, such as: * Higher prices when all competition is erased on a certain route. Less frequent flights: for instance, if two airlines separately fly three and two times a day respectively on a shared route, their alliance might fly less than 5(3+2) times a day on the same route. This might be especially true between hub cities for each airline. e. g. , flights between Detroit (a Delta Air Lines  fortress hub) and Amsterdam (a KLM fortress hub). ————————————————- [edit]Issues The ability of an airline to join an alliance is often restricted by laws and regulations or subject to approval by authorities. Antitrust  laws play a large role.Land ing rights may not be owned by the airlines themselves but by the nation in which their head office resides. If an airline loses its national identity by merging to a large extent with a foreign company, existing agreements may be declared void by a country which objects to the merger. In 2010 Swiss lost overflight rights after being bought by Lufthansa  [1]. ————————————————- [edit]History The first airline alliance started in the 1930s, when  Pan American-Grace Airways  and parent company  Pan American World Airways  agreed to exchange routes to  Latin America.The first large alliance started in 1989, when Northwest and KLM Royal Dutch Airlines agreed to code sharing on a large scale. A huge step was taken in 1992 when The Netherlands signed the first  open skies  agreement with the United States, in spite of objections from the  European Union  autho rities. This gave both countries unrestricted landing rights on each others' soil. Normally landing rights are granted for a fixed number of flights per week to a fixed destination. Each adjustment takes negotiating, often between governments rather than between the companies involved.