Professional Documents
Culture Documents
Table
of
Contents
Executive
summary
...................................................................................................................
3
Introduction
.................................................................................................................................
4
Corporate
structure:
Corporation,
firms
&
organization
.............................................
5
The
corporation
.......................................................................................................................................
5
The
firm
and
the
business
system
...................................................................................................
5
The
organization
......................................................................................................................................
7
Strategic
scope
of
the
firm
......................................................................................................
8
The
product
scope
...................................................................................................................................
8
The
market
scope
....................................................................................................................................
8
The
geographical
scope
........................................................................................................................
9
Competence
scope
................................................................................................................................
10
Business
system
and
strategic
costs
..................................................................................
10
The
sunk
costs
........................................................................................................................................
10
Learning
curves
......................................................................................................................................
10
Economies
of
scale
................................................................................................................................
11
Economies
of
scope
..............................................................................................................................
11
Complexity
costs
....................................................................................................................................
11
Transaction
costs
..................................................................................................................................
12
Industry
analysis:
Porter
.......................................................................................................
12
Bargaining
power
to
those:
...............................................................................................................
13
Potential
entrants
............................................................................................................................................
13
Buyers
...................................................................................................................................................................
13
Substitutes
...........................................................................................................................................................
13
Suppliers
..............................................................................................................................................................
13
Industry
competitors
......................................................................................................................................
13
Market dynamic ........................................................................................................................ 15 Market definition ..................................................................................................................... 15 Risk of Myopia ........................................................................................................................................ 15 Risk of presbytia .................................................................................................................................... 16 Market phases ......................................................................................................................................... 16 Market differenciation or segmentation ..................................................................................... 16 Market strategies ..................................................................................................................... 17 Organization .............................................................................................................................. 18 Structure ................................................................................................................................................... 18 Culture ........................................................................................................................................................ 18 Profile of individuals ............................................................................................................................ 19 Leadership models ................................................................................................................................ 19 Value creation ........................................................................................................................... 20
Executive
summary
The aim of this strategic case study of British Airways is to apply all the seen chapters during the lessons of strategic management in services organizations. This document contains some information from both the annual report of British Airways and its websites. The CEO is Mr. Keith Williams, and has been a main Board director for the last six years. He is also a Board member of International Airlines Group, the parent company of British Airways. Prior to joining British Airways he worked for a range of major corporations including Reckitt and Coleman, Apple Computer Inc and Boots. He has extensive financial experience including a detailed knowledge of business planning, capital projects, project finance, and has been involved in many recent issues such as pensions and industrial relations. To well develop British Airways and compete its competitors, here are some recommendations in order to compete the other airlines. Cancel unprofitable flights or join these flights with other airlines and not to use large Boings during short-distance flights Improve their marketing programs to attract a lot of new passengers. Reduce salaries and bonuses of its top-managers
The airline industry is one that continuously faces change due to new technology, customers needs, and other types of change. British Airways needs to continue to revaluate their current strategy by looking at the re-energizing stage.
Introduction
The strategy of British Airways is to grow their presence in key global cities by signing a lot of partnerships with other airlines, and delivering an outstanding service for customers at every touch point, in flight and on the ground. British Airways in brief: Creation of British Airways: By the 1970s, the United Kingdom's air service primarily consisted of two government-owned airlines. British Overseas Airways Corp. operated long-haul international routes and British European Airways absorbed independent U.K. airlines that flew short-haul European routes in the 1950s. The both airlines came under the new governmental organization, the British Airways Board in 1972, two years later, they merged all their operations and rebranded under British Airways. "The World's Favorite Airline": After the merger, the airline introduced the supersonic jet Concorde in 1976, winning prestige and trans-Atlantic business customers. The airline trimmed its route structure and adopted the slogan, "The World's Favorite Airline."