Professional Documents
Culture Documents
Surname
Shumba
Brighton
First Name/s
133153
Student Number
Strategic Management
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One (1)
Assignment /Project
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Shiksha Reddy Dr
Tutors Name
East London
Examination Venue
13 May 2016
Date Submitted
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.resubmission
16 St George Street
Southernwood
East London
5200
brytshumba@gmail.com
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Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.
Signature: B.Shumba.
Presented by
Brighton Shumba
May 2016
Table of Contents
2
Executive Summary.................................................................................................. 4
Acronyms................................................................................................................ 5
Introduction.............................................................................................................. 7
South African Airways Background.............................................................................. 7
Vision................................................................................................................... 8
Mission................................................................................................................. 8
Long Objectives........................................................................................................ 8
Values.................................................................................................................. 9
Situational analysis................................................................................................... 9
Industry description /trends..................................................................................... 9
Industry challenges.............................................................................................. 10
Challenges facing SAA......................................................................................... 10
Financial challenges.......................................................................................... 10
Ageing fleet..................................................................................................... 11
Leadership challenges....................................................................................... 11
Macro-environmental Analysis............................................................................... 12
Political factors:................................................................................................ 12
Economic factors.............................................................................................. 12
Social factors................................................................................................... 13
Technological factors......................................................................................... 13
Environmental factors........................................................................................ 14
SAAs competitors................................................................................................ 14
Competitive analysis: Porters five forces.................................................................15
SWOT analysis.................................................................................................... 18
Strengths......................................................................................................... 18
Weaknesses.................................................................................................... 19
Opportunities................................................................................................... 20
Strategy analysis: Potential strategies........................................................................21
Evaluation of potential strategies and recommendations...............................................22
Low cost provider strategy.................................................................................... 22
Focused (market niche) strategy based on differentiation...........................................23
Best cost provider strategy.................................................................................... 24
Broad differentiation............................................................................................. 25
Focused (market niche) strategy based on low costs................................................25
3
Acronyms
FoE Friends of Earth
SAA- South African Airways
Executive Summary
South African Airways (SAA) is currently experiencing challenges ranging from loss
of market share, negative profits, labour issues, management challenges and
5
dwindling revenues. The airline is wholly owned by the government of the Republic
of South Africa and it relies on government guarantees and bail outs. There is
leadership crisis at SAA, with the troubled national flag carrier having been run by 7
different CEOs for the past 5 years. In the light of the challenges facing the airline, a
strategic direction
anticipated that the recommended strategies will bring stability to the airline while at
the same time creating a favourable environment for it to return to a profit making
trajectory.
Introduction
In the current turbulent business environment, where business earnings and margins
are not lucrative, organisations need to find innovative
revenue growth (Fin Week, 2013). Formation of partnerships with hotels, car rental
and travel agencies to bring value added services and products to customers are
crucial in the airline industry. This will attract more customers and hence higher
passenger numbers resulting increased revenue inflow.
intercontinental routes.
airline and cargo transport services. SAA has subsidiaries namely SAA technical,
Mango a low cost carrier and Air Chefs.
SAA is a member of the Star Alliance, the largest International airline network.
In terms of awards, SAA has been getting Best Airline in Africa award in the
regional category for 12 consecutive years and winner of Service Excellence Africa
for 3 years.
Vision: To be a profitable African airline with global reach (www.flysaa.com).
SAAs vision goes hand in hand with its mission of delivering sustainable profits and
growing the market share by offering world class service to customers. SAA
continues to focus on its operations in Africa, expanding where there are
opportunities. On international routes, the focus is to ensure that the routes are
profitable and sustainable.
SAAs vision has got a gap. It does not reflect short term or long term ambitions of
the organisation. There should be some timeframes so that effort and some
commitment can be put in place in order to achieve this vision.
Mission: To deliver commercially sustainable world class air passenger and
aviation services in South Africa, the African continent and to our tourism and trading
partner (www.flysaa.com).
There is a correlation between the vision and the mission. A combination of these 2
gives SAA a strategic direction.
Long Objectives
Values
Customer focused
8
solutions.
Integrity
They strive to practise high standards of ethical behaviour in all lines of
work and maintaining credibility by making certain that actions are
Situational analysis
Industry description /trends
The land transport infrastructure is dilapidated in most African countries and this
creates a great opportunity for further development of air transport services
throughout the continent (ADB, 2011). The deregulation of the airline has further
created more favourable conditions for airline operators. Over the past 3 decades,
much of the world has moved from a strictly regulated air transport to a more
liberalised one (ADB, 2011). In addition to that, Civil Aviation in Africa has also
embarked on the process of deregulation and this will involve gradual liberalisation of
scheduled and non-scheduled inter-African air services, abolishing limits on the
capacity and frequency of International air services, liberalising fares and granting
traffic rights to airline operators (ADB, 2011).
unabated (SAA, 2007). According to Nico Bezuidenut, CEO for Mango, innovation
is crucial in the airline industry as competition intensifies and the industry matures.
He further argues that operation in the airline industry will soon become cheaper but
not sustainable (BDLive, 2013).
Tourism plays a pivotal role in the success of the aviation industry both in Africa and
internationally. According to BDLive (2013), tourism arrivals from Europe, America
and Asia plays a crucial role in the recovery of civil aviation in Africa. Southern Africa
is seen as appealing because of its excellent and diverse eco-tourism products,
mainly game parks, historical and heritage sites.
Globally, the aviation industry constitutes US$3.56 Billion which is approximately 5%
of the worlds GDP. In the African context, the aviation industry drives economic
growth, creates jobs and promotes tourism.
Industry challenges
The main challenge facing the airline industry is terrorism and aircraft hijackings.
This situation places the industry in a situation whereby they need to invest in
technologies that will offer aircraft security and give customers a peace of mind.
High Fuel costs
high fuel price is not the only challenge but the volatility of the price. He
further
argues that jet fuel has become not just the industry highest cost but the most
unpredictable cost.
Structural barriers such as high costs on buying aircrafts, operating licences and
access to airports remain a challenge to the aviation industry.
Challenges facing SAA
Financial challenges
Strong international and domestic competition facing SAA has a negative impact on
its financial position.
maintain profitability amid fuel costs and poor dollar exchange rate (Parliament of
RSA, 2014). The high fuel costs coupled with the weakening rand against dollar
erode route profitability. According to DPE (2016), jet fuel is the biggest cost to SAA
contributing approximately 35% of the total operating costs. SAA is in a position
where it is always begging for financial guarantees from the government for
sustainability (Parliament of RSA, 2014). In admitting to the financial crisis, the then
CEO Monwabisi Kalawe made the fact bare and mentioned that SAA was in a
10
deeper crisis than people realise (BDLive, 2013). He further highlighted that the
airline survived on financial guarantees from Treasury. Currently, SAAs balance
sheet is weak and the cost position is too high (MarketLine, 2015). SAA has got huge
staff costs and this has posed a lot of financial stress on the organisation. In recent
years, management allowed staff numbers to grow to 11 000 from 9000 for the same
revenue (BDLive, 2013). This increase in staff negatively impacts on the
organisations expenditure and hence on profits. To add to this stress, SAAs longhaul international routes are loss making. SAA long-haul international flights
increased their loss from R 1.3 billion to R 1.6 billion in 2013/14 financial year (SAA,
2015).
Rand volatility has got a negative impact on SAAs financial performance. More than
60% of input costs are priced in foreign currency and foreign revenue represent 40%
of gross income. This disparity when measured against international competitors
places SAAs business in a challenging competitive position (SAA, 2015).
Ageing fleet
The geographical periphery has created problems for SAA on its long distance
international routes and this is because SAA has got an ageing fleet and these
aircrafts are fuel inefficient. (McDonald, 2014). The ageing fleet is uneconomical in
terms of fuel consumption and has often breakdowns. In addition to that, these
planes are frequently payload restricted.
international flights are poor and this further erodes its financial position. This poses
a lot of challenges on SAA in terms of revenue generation. Reduced revenue inflow
results in negative financial performance for SAA.
Leadership challenges
According to the Mail and Guardian (2015), 6 SAA Board members resigned in
September 2012. Following that, 6 Directors did quit in October 2014. In December
2014, the responsibility of the troubled airline was transferred from the Minister of
Public enterprises to Treasury. Subsequently, in November SAA suspended a couple
of other executives (Mail and Guardian, 2015). This was followed by resignation by
the organisations Chief Financial Officer. This is a reflection that there is a
leadership crisis within SAA. Such a situation brings instability to the organisation
and it is very difficult to achieve sustainable organisational performance under these
circumstances. This leadership crisis has negatively impacted on the overall
11
performance of the organisation especially given that SAA is on a loss making spree.
MarketLine (2015), argues that the recurring regime changes at SAA has destroyed
management focus on costs and productivity. Cooperation and commitment in terms
of setting up proper governance structure is crucial to addressing leadership issues
at SAA. According to BDLive (2013), the success of any organisation depends on the
quality of leadership and their ability to manage.
Macro-environmental Analysis
In an effort to understand the challenges facing the National flag carrier, an analysis
of the external factors was carried out. In addition to that, the impact of these
external factors on South African Airways was evaluated.
Political factors:
The political environment has adverse effects to any business and the airline
industry is no exception.
country and this affects revenue inflow for the aviation industry. In addition to that,
terrorist attacks and airline hijackings is a cause for concern for the airline industry.
Tight security and screening technologies need to be put in place as a way of
addressing this safety threat. The above mentioned crisis has a negative impact on
passenger traffic as people get worried about their safety and this result in reduced
revenue inflow, and hence reduced profits for the airline industry players.
The inclusion of South Africa into the BRICS will foster rapid economic growth and
SAA has got an opportunity to expand its awareness of being the gateway into Africa
(SACAA, 2015). This will position it for improved performance and profitability.
Governments call to keep aviation charges has a positive financial impact on SAA.
Aviation charges are a huge cost to SAA and by keeping these charges low; the
organisations revenue will be increased.
Economic factors
Increase in competition in domestic markets and the entrance of new players in the
industry has created a huge need to increase safety audits among airline operators.
In addition to that, the demand for aviation skills significantly increased. This
situation puts SAA under financial pressure as it tries to up its safety standards.
Moreover, skills shortage maybe a challenge that is likely to affect SAA if they do not
invest Human Resources Development.
12
An increase oil price has resulted in increase in airline operating costs. Huge
operating costs reduce revenue and erode profitability.
The weakening rand has posed a lot of challenges in the airline industry. Firstly, the
situation has contributed to losses on international routes for SAA. In addition to that,
tourist movement in and out of the country has been affected and this has resulted in
financial stress for the airline operators including then national flag carrier.
Social factors
Labour unions strikes in the public and private sector have created more harm than
good. These strikes have got a negative impact on business operations and this
result in reduced travel. These strikes have a negative financial impact on the airline
industry. In some cases, if the airline employees are on strike, it means that some of
the flights are cancelled while others are delayed. This situation tarnishes the image
of the airline resulting reduced customer loyalty and hence affecting sales.
The current high levels of illiteracy and unemployment in the country has posed a lot
challenges on the aviation industry. The industry is under pressure to employ people
who are not literate and this means that they have to train these people soon after
recruitment and this comes at a cost.
The recent xenophobic attacks in some parts of the country have reduced inflow of
tourists and business people into the country and this reduction is a result of safety
concerns. This social crisis impacted negatively on the financial performance of
many regional airline operators including SAA.
Technological factors
Rapid advances in technology and aerospace technology require new skillsets and
this involves training which comes at a cost. In addition to that, these changes in
technology have resulted in the introduction of new regulations and guidelines which
are difficult to implement.
Environmental factors
The outcry for the ozone layer depletion has caused a rift within the airline industry
as governments have tightened regulations around carbon emissions. The airline
industry is one of the largest contributors of carbon emissions accounting for
approximately 30% of global carbon emissions (SAA, 2013). Aeroplanes emit carbon
13
dioxide and carbon monoxide, and these gases contribute to the depletion of the
ozone layer resulting climate change Carbon tax charges have been increased by
most governments and this impacts negatively on profits of the airlines as the
charges push the operating costs high.
Older planes with high emissions have been affected by the new regulations.
Operators running these planes have been hugely affected since the planes have
been restricted. In addition to that, emission penalties imposed are too ridiculous
and this negatively affects the finances of airline industry players.
In addition to the above factors, natural disasters such as earthquakes, heat waves
and volcanoes pose a lot of challenges for the airline industry.
Legal factors
SAA needs to pay carbon taxes and adhere to health and safety standards. In
addition to that, it has to remit tax to the South African revenue authority. All these
factors are associated with costs and this has got a negative impact on SAAs
financial position.
SAAs competitors
SAA is currently facing domestic competition from low cost airlines and these include
Kulula.com and FlySaFair. It has to respond in order to remain competitive and
maintain its market share. Low cost airlines have got newly minted professionals
(Hough et al, 2011).
packages to keep them motivated. Competition from these low cost airlines has got a
negative impact on SAAs revenues since these budget airlines offer lower fares
which attract customers.
FlySaFair is eroding SAAs market share. FlySaFair competitive move has been built
around low costs. Customers pay additional money on baggage, seat selection and
meals. This kind of flexibility creates a favourable environment for customers.
FlySaFairs competitive position is a threat to South African Airways.
According to
Hough et al (2011), low cost competitions are dangerous in the sense that they
redefine the entire competitive landscape. In addition to that, they transform its
value chain to reduce prices drastically.
14
15
limited suppliers of aircrafts. In addition to that, airlines cannot easily switch suppliers
and in most cases airlines have long time contracts with their supplies.
Employees as suppliers of human resources make use of collective bargaining
power through trade unions to increase their bargaining power. This puts SAA under
pressure to pay high salaries which are not justifiable there is little room for
negotiations. This collective bargaining power puts SAA under financial stress due to
increased staff costs.
Rivalry due to existing competitors
According to Tarry (2008), during the years of regulation, the extent of competition
within the airline industry was largely based on non-price differentiation such as
customer service differentiation, in-flight meals and in-flight entertainment. After the
deregulation, the market competition forced airlines to come up with a more efficient
way of using their fleets to compete for customers on the basis of low cost,
attractive service and convenience (Tarry, 2008). This competition has shaken the
industry resulting in frequent price changes and variation of prices depending on
time of purchase of ticket and class of service. SAA is facing competition from low
cost airlines such as Kulula.com and FlySaFair. This competition from low cost
airlines puts SAA under pressure to respond and offer competitive prices while at the
same time providing best service.
Threat of substitute services
Road, rail and ocean transport industries offer substitute services which are a threat
to SAA cargo and the entire airline industry. The impact of these substitute service
apply mostly to goods shipment, since it is cheaper to use rail or ocean transport in
goods shipment. However in cases where customers are more concerned about
quick service the impact is relatively low. Nowadays convenience, speed and safety
are now key elements to customers. In addition to that, the fact that the road network
in Africa is derelict, this offers a great opportunity for the aviation industry.
Threats of new entrants
This aspect is a low threat to SAA and the entire airline industry. The industry
requires huge capital investment and without a strong customer base it is difficult to
thrive in the industry. New entrants are vulnerable and their chances of them making
substantial profits are slim. In addition to that, low switching costs between brands
16
make it possible for customers to go for well-known brands and leaving new entrants
at risk. This scenario offers SAA a better competitive edge over new entrants.
Key success factors
According to Hough et al (2011), key success factors affect the ability of an
organisation to prosper in the market place. The following success factors are
instrumental in ensuring that SAA remains competitive in the airline industry. In
addition to that, they create a favourable environment for SAA to grow its revenue
and become sustainable.
SWOT analysis
As part of situational analysis, a review of the organisation was undertaken. This
involved identifying the strengths and weaknesses as well as potential opportunities
and threats that have an impact on the business performance.
Strengths
Weakness
GDP
Strong
safety
programmes
an
in
17
regulations
Strong alliance with other airlines
Widespread operational network
SAA has a Cat 1 status in terms of
negative profits
SAAs organisational performance is
ever fluctuating
Fuel inefficient aircrafts
Reliance on government guarantees
Threats
industry
Student tourism market
Creation of a National Aviation
is
price
discounting
Risk of epidemics
Terrorism and plane hijackings
Xenophobic attacks in South Africa
Skills drain in technical areas
transformation
Talent identification in the rural
areas
Strengths
a) Widespread operational network
SAA has got an extensive operational network and runs a huge fleet base which
enables it to offer services to key markets while allowing it to enhance its revenue
base. According to MarketLine (2014), for local domestic flights, SAA operates 660
flights per week. Internationally, its network has links to all major continents through
10 direct routes, with daily flights from Johannesburg to London (MarketLine, 2014).
b) Strong safety programmes an regulations
SAA has got safety programmes and regulations in place to ensure competitiveness
within the airline industry. Safety is critical when it comes to customer needs and an
airline well known for strong safety initiatives tends to attract more customers. In
addition to that, the above mentioned safety programmes and regulations make sure
that SAA successfully implements the industrys Safety Management Systems
(SMS).
c) Strong alliance with other airlines
18
SAA has got strong alliance with various international airlines. Currently SAA has got
codes share agreements with 27 airlines across the world. This strong alliance
enables SAA to offer increased flight frequencies and provide new standards of
convenience and customer service, thereby earning it a competitive advantage over
its rivals.
d) Contribution to the GDP
SAA contributes about 0.3 % of South Africas GDP which is approximately ZAR12, 4
Billion (MarketLine, 2013). In addition to that, SAA promotes job creation and tourism
resulting in increased economic growth.
Weaknesses
a) Labour strikes
SAAT a subsidiary of SAA is associated with labour strikes and these are influenced
by the workers union. SA Transport and Allied Workers Union is a labour union which
represent SAAs employees. Labour strikes cause delays in flights and this creates
inconvenience on the part of the customers. In addition to that, the reputation of the
organisation is ruined.
b) Leadership challenges
SAA is rocked by leadership challenges and scandals, and these are characterised
by resignations and suspensions of Board members and senior managers. These
leadership problems create instability within the organisation resulting management
losing focus on core business.
Companys leadership has been involved in a number of scandals which have
negatively impacted on the brand image. According to MarketLine (2013), former
CEO, Monwabisi Kalawe was involved in a scandal where he defrauded customers
by charging baggage wrapping.
SAA has got fuel inefficient aircrafts and this leads to high fuel costs. As mentioned
earlier on, fuel costs account for approximately 35% of the total operating costs.
Having fuel inefficient planes further cause bleeding to the already troubled national
flag carrier. According to Monwabisi Kalawe, the then CEO, SAA planes are fuel
guzzlers and this result in huge fuel bills and hence reduced profits (Parliament of
RSA, 2014). He further mentioned that their planes were manufactured during times
when fuel was $40/ barrel and now it is at $110 per barrel, so fuel cost was not an
issue.
d) High debt burden
SAA has got a substantial debt burden which limits its ability to plan while at the
same time reducing its operating margin.
Opportunities
a) Student tourism market
This market has potential for growth. According to Engineering News (2015), offering
travellers one pass for use on all airlines in South Africa will attract customers. This
means that through offering this one pass, passengers will end up visiting more
destinations in the country and according boosting tourism. Sky Wise introduced the
new unlimited travel pass on the Johannesburg Cape Town, and this is working
well (Engineering News, 2015).
b) Creation of a National Aviation Academy
This academy will be aimed at addressing innovation and transformation within the
airline industry. Apparently, there is skills shortage within the aviation industry and by
establishing the academy, a platform to address skills shortage as well foster
innovation will be created. Talent identification in the rural areas can form part of the
Academys responsibility and this will go a long way in addressing inequalities.
c) Growth in the MRO industry
There is anticipated growth in the MRO industry. SAAT a subsidiary of SAA operates
in this industry. Growth in this industry will boost SAAs financial muscle.
20
Threats
a) Xenophobic attacks and terrorism
Safety and security are key elements customers consider when travelling. The
recent xenophobic attacks and aircraft hijacking are a threat to SAA. They attacks
have reduced the number of people travelling and this has resulted in reduced
revenue.
b) Outbreaks of epidemics
Outbreaks of epidemics such as Ebola limit movement of people and this negatively
affect SAAs core business as passenger traffic is reduced.
21
The strategy focuses on making sure that the organisation concentrates on a narrow
buyer segment and outsmarting rivals by having lower costs than rivals and hence
the ability to serve niche members at a lower price (Hough et al,2011:149).
d) Best cost provider strategy
Giving customers more value for money by incorporating well to excellent product
attributes at a lower cost than rivals is the main focus of the best cost provider
strategy (Hough et al, 2011:149). The whole idea is to have the lowest costs and
prices compared to rival offering products with comparable attributes.
e) Focused (market niche) strategy based on differentiation
The strategy ensures that an organisation concentrates on a narrow buyer segment
and outcompeting rivals by offering niche members customised attributes that meet
their tastes and requirements better than their rivals products (Hough et al,
2011:149).
domestic operational network and offer services to routes that do not have budget
airlines for example Johannesburg to East London route, Johannesburg to Mthatha,
and Durban East London.
However, there is a risk associated with continued application of low cost provider
strategy and imitation is one of the risks. SAAs low cost carrier is currently facing
intense pressure for the new entrant, FlySaFair and there is a possibility that
Mangos market share can be eroded. FlySaFair has to some extent imitated the
Mango model. It is there for recommended that Mango monitors its business model
so that it does not only focus on cutting costs but also respond to the dynamism of
the business environment.
In the light of the above analysis it is therefore not recommended for SAA to
continue to applying focused strategy based differentiation as this will continue to
hammer the organisation in terms of profit making.
Although SAA is
Broad differentiation
An introduction of Mango by SAA has created some diversity and this has addressed
peoples different preferences and tastes. SAA offers a combination of business and
economy options to travellers and this flexibility creates a broad differentiation
resulting in increased number of customers. However in trying to differentiate
24
products, organisations end up investing a lot of money in the process and this
erodes profitability. In addition to that, it is difficult to understand customers
behaviour and trends. As much as this strategy is working for SAA, application of this
strategy is not recommended as it is a trial and error method which is
unsustainable.
An application of a low cost leadership strategy. SAA need to make sure that it
introduces more low cost airlines on the domestic market. This means that they
will offer low price with no frills. The low price will attract high number of
passenger traffic resulting in increased revenue inflow for the airline. In addition
strategy wont work as price competition intensifies. SAA needs to prune its loss
making long haul international routes and focus on profit making domestic and
regional routes and by so doing they concentrate on where they have a
competitive advantage.
Improving value chain efficiency
Reinventing the industrys value chain might work well for SAA. They need to
lower costs while at the same time providing the best service. This involves
improving labour efficiency for example self service check in. In addition to
that, SAA can use home-based sales representatives to reduce overhead costs.
Trimming costs
Stiffening price competition gives companies extra incentives to drive costs down
according to Hough et al (2011). SAA need to embark on a drive where they
negotiate better prices with their suppliers while at the same time implementing
tighter supply chain management practices. This will result is reduced
Private partnership through bringing a private equity partner can address some
26
Marketing plan
Frequent flyer program attracts customers and this result in increased revenue. It is
recommended that SAA introduce a frequent flyer loyalty programme on their low
cost carrier, Mango. This will give them a better competitive advantage over their
rivals.
Tourism
Focus on tourism is crucial to SAA since there is direct correlation between the
tourism industry and the airline industry. SAA has to be a market leader and link local
tourism with the world. Finding a strategic partner in the tourism and hospitality
industry will go a long way in finding solutions to financial challenges facing the
national flag carrier. A combined marketing strategy that talks to both the airline and
the tourism industries is essential.
Increasing sales
Increasing sales to present customers can boost revenue inflow. In a mature
market such as the airline industry, growth through grabbing customers away
from rivals is difficult according to Hough et al (2011). It is therefore
recommended that SAA expand sales to existing customers and this involves
sustainability.
Modern Approach
Customer driven
Process (Integrated)
Intangible assets (Knowledge, skills, experience,
talent)
Bottom up approach
Transformational change
Leadership
28
Instead of hiring a lot of people, it is better to develop the current team and make
them more productive. Investing in Human Resources Development has got long
term returns. Increased efficiency and productivity from HRD will counteract current
costs of human development.
SAA need to reward employees for good performance so that they retain staff and
offer best service to their customers.
In addition to that, SAA needs a highly skilled and motivated CEO. According to
Walker (2012), a highly skilled, respected and motivated CEO can improve employee
productivity and even lower labour costs. A strong negotiator who knows the market
can bring SAA back to profitability
Establishing management performance standards
These are crucial in improving employee engagement and operational excellence
resulting in increased productivity and efficiency, and hence profitability.
Corporate governance
SAA should make sure that execution of strategy is monitored and controlled by
management and the board of directors. In addition to that, the board should ensure
that executives are rewarded for success.
29
In summary, the whole idea about having a clearly defined human resources plan
that talks to the organisation strategy is to increase productivity, retain staff and
foster innovation for the benefit of the organisation.
Conclusion
Given the current ever changing business environment, competitive strategies are
needed for the success of businesses. Embracing innovation and technology is
crucial in todays business. Human resource development is crucial in achieving
long term business objectives in the airline industry.
Bibliography
Available
online:
http://epublications.bond.edu.au/library_pubs/12
30
H.,
Thompson,
J.R.,
Auther,
A.,
Strickland,
A.J.,
and
Gamble,
32