Success of Air New Zealand
|
Table of contents
1. Introduction
The aviation industry is highly competitive and thus demands well planned and distinct strategies of airline companies (airlinetrends.com, 2013). Crucial for the success of such a company is hence its strategic management. Carriers need to be aware of their strategic position, make strategic choices and put their formulated strategy into action (Johnson, Whittington & Scholes, 2011). As this is a complex and challenging task, consultants like me help airlines with this task. We support companies with their overall operations and ensure greater profitability. Our advice leads to successful and durable solutions.
This report focuses on the success story of Air New Zealand, which has been awarded twice as “Airline of the year” by the ATW in 2010 and 2012. The question is: What are the success factors of Air New Zealand and how can the airline stay competitive? In order to answer this problem statement, we will have a closer look at the strategy of Air NZ and at its competitive advantage towards competitors such as Qantas, Pacific Blue or JetStar. Afterwards, it will be pointed out, what Air NZ will and should do in order to stay successful and competitive in the future.
2. Methodology
This evaluative research seeks to assess the success of Air NZ’s strategy. The above mentioned research questions will be answered with a qualitative approach and secondary data. The issues will be analysed by applying appropriate tools and frameworks. The strategy of Air NZ will be evaluated by using the SAF criteria, while the competitive advantage of the airline company will be analysed by Porter’s three ‘generic’ strategies. In order to indicate which future actions Air NZ should take, its current position in the business life cycle will be identified by using Greiner’s growth model and a SWOT analysis will be applied. Those steps will lead to a result based conclusion and following recommendations.
Table of contents
1. Introduction
The aviation industry is highly competitive and thus demands well planned and distinct strategies of airline companies (airlinetrends.com, 2013). Crucial for the success of such a company is hence its strategic management. Carriers need to be aware of their strategic position, make strategic choices and put their formulated strategy into action (Johnson, Whittington & Scholes, 2011). As this is a complex and challenging task, consultants like me help airlines with this task. We support companies with their overall operations and ensure greater profitability. Our advice leads to successful and durable solutions.
This report focuses on the success story of Air New Zealand, which has been awarded twice as “Airline of the year” by the ATW in 2010 and 2012. The question is: What are the success factors of Air New Zealand and how can the airline stay competitive? In order to answer this problem statement, we will have a closer look at the strategy of Air NZ and at its competitive advantage towards competitors such as Qantas, Pacific Blue or JetStar. Afterwards, it will be pointed out, what Air NZ will and should do in order to stay successful and competitive in the future.
2. Methodology
This evaluative research seeks to assess the success of Air NZ’s strategy. The above mentioned research questions will be answered with a qualitative approach and secondary data. The issues will be analysed by applying appropriate tools and frameworks. The strategy of Air NZ will be evaluated by using the SAF criteria, while the competitive advantage of the airline company will be analysed by Porter’s three ‘generic’ strategies. In order to indicate which future actions Air NZ should take, its current position in the business life cycle will be identified by using Greiner’s growth model and a SWOT analysis will be applied. Those steps will lead to a result based conclusion and following recommendations.