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In this paper the authors explore the relative effectiveness of a diverse set of strategic alternatives to mitigate the effects of the business cycle in commercial aviation and by doing so improve the long-term position of both the stakeholder that takes action as well as the aviation enterprise as a whole. Using simulation experiments, they find that such "Symbiotic" alternatives exist even in the face of deregulated highly competitive markets. The key for unlocking the symbiotic potential lies, in this case, with the aircraft manufacturers as a central and consolidated node in the aviation value chain.
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