CTIE cheat sheet

CTIE is executive travel-industry preparation, not universal sales or ticketing authorization.

Use leadership models as bounded tools rather than fixed personality diagnoses.

Distinguish BATNA, reservation price and possible agreement zone.

Verify actual host, supplier, data and jurisdictional responsibilities.

Define travel objectives and constraints before selecting logistics.

Read the actual ratio, denominator, rounding and attrition terms.

Client payments, gross bookings, agency revenue and profit are different.

Continuity and sustainability claims require evidence rather than labels.

Turnover uses average employees; absenteeism uses possible working days.

Job description = duties; person specification = candidate attributes.

Herzberg separates hygiene factors from motivators; pay alone is hygiene.

Leadership style should be matched to task, workforce skill and time pressure.

Redundancy and dismissal have different legal and motivational implications.

A business model connects customer value, delivery, resources, costs and revenue; its assumptions require evidence.

Porter's generic strategies require a clear basis for competitive advantage.

Expected value weights outcomes by probability but ignores risk attitude.

Suitability, acceptability and feasibility structure strategy evaluation.

Implementation fails when culture, structure and resources are misaligned.

PED compares percentage changes, so units cancel; interpret |PED| against 1.

Elastic demand means a price cut raises revenue but can lower contribution.

Market share uses firm sales over total market sales, not capacity.

Boston matrix axes are market growth and relative market share.

The 4Ps must be consistent with the chosen segment and positioning.

Profit and cash differ because of credit, stock and capital spending.

Break-even = fixed costs ÷ unit contribution; contribution funds fixed costs and profit.

Gearing formulas vary; use the debt and capital definitions supplied in the exercise.

Payback ignores later cash flows; NPV discounts all cash flows.

Liquidity ratios need interpretation, not just calculation.

Capacity utilisation = actual output ÷ maximum output × 100.

Break-even = fixed costs ÷ contribution per unit; margin of safety = current sales − break-even.

JIT cuts holding costs but raises supply-chain vulnerability.

TQM is preventive and company-wide; quality control is inspection-based.

Critical path is the longest route through the network and sets project duration.