Analyse de la stratégie de la SNCF

Étude de marché Entreprises & gestion Stratégie

Date de publication :

16/04/2004

Langue :

Anglais

Format :

.doc

Nombre de pages :

25 pages

Niveau :

avancé

Consulté :

53 fois

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Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

Why has the SNCF introduced the revenue management ?
1. The specificities of the SNCF
2. An increasingly competitive market
3. The lack of capacities optimisation
4. The revenue management, as an answer to customers' expectations
5. Is the introduction of revenue management at SNCF realistic ?
The different offers, adapted answers to each type of consumers ?
1. The 'Business Class' customer
2. The 'Leisure' customer
3. The establishment of new strategic partnerships
4. The failure of supplying well adapted products
The key factors that enable the SNCF to maximize its profitability and keep a competitive strategy
1. The capacity constraint and its management
2. The impact of capacity management technologies on the maximization of profits for the SNCF
3. The flexibility of the supply and the different level of services provided, a response to the perishability of the product, the uncertainty of demand and the segmentation of the market
4. Following the evolutions of customer behaviour is the best way to be successful in the railway business

Résumé :

The sncf (Société Nationale des Chemins de fer Français), the French Public railways company has introduced revenue management for two years for high speed trains, the TGVs. As we are going to see, the sncf has a monopoly on railways on the French ground. However, a monopolist producer could in principle maximizes its revenue if it would be possible to extract the maximum willingness to pay from each customer. So we can wonder why the sncf took the decision of orienting the business to yield management. Moreover, is the company in a position to apply this maximization of revenue in a realistic way ?
Of course, the sncf, as the other firms in the transportation sector, has to deal with fixed capacities and high fixed costs. In that way, the introduction of revenue management seems to be obvious.
In this study, we are going to analyse the key factors to succeed in the railways business thanks to revenue management. To achieve this goal, we are going to examine on a first part the context and the environment where the sncf evolves, then on a second part, its responses to customers' expectations and requirements, to finally highlight the keys factors for maximization of its profits