Implementation Plan Merge AirFrance-KLM & JAL Table of Content Part 1 - Introduction 3 1. Introduction 3 2. The situation 4 2.1 Reason for the merger 4 Part 2 – Implementing Change 5 3. Philisophy 5 4. The 7S Model 6 5. Strategy 7 5.1 Four competitive Strategies 7 5.2 Management strategy to implement change 9 6.Change on structure 10 6.1 Strategic perspective 10 Current situation 10 How the new group will look like 10 What needs to happen in order to come to the
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was formed after the European Commission had approved a merger between French Air France and Dutch KLM. A merger of this dimension certainly has major influences on the economy. This paper will give an insight on the incidents of this instance‚ the economic consequences and it will deal with the question whether the European Commission’s decision was reasonable. First of all the two firms will be introduced and an overview about the merger will be provided. After that some basic economic concepts
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z CASE STUDY: Air France – KLM: Changing the Rules of the Game [Type text] Introduction Air France-KLM Case (Som 2009) provides the background for airlines industry and factors impacting companies’ positions‚ details about the history of air-carrier alliances and their challenges. The main focus of the Case is on two companies: Air France and KLM and their decision to merge despite predictions of failure. The period covered by the case ends in 2006. As most aviation companies worldwide
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December 2004 1355– 1370 The role of human resource management in cross-border mergers and acquisitions Ruth V. Aguilera and John C. Dencker Abstract Cross-border mergers and acquisitions (M&As) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy. Although human resource management (HRM) can play a value-adding role in the merger process‚ existing research and evidence does not clearly demonstrate how it can do
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CRM EXCELLENCE AT KLM ROYAL DUTCH AIRLINES | | | | | ----------------------------- ------------------------------------------------- Submitted To: ------------------------------------------------- Sir Kamran Maqbool | Question: 1: Why do you think KLM won the Gartner 2004 CRM Excellence Award? Introduction KLM Royal Dutch Airlines is an international airline operating worldwide with home base Amsterdam Airport Schiphol‚ The Netherlands‚ as most incumbents of the European
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ITenabled change. IT-enabled investments can bring huge rewards‚ but only with the right governance and management processes and full engagement from all management levels. This case describes the tough but rewarding journey of the Dutch airline company KLM in improving the governance of IT‚ moving from managing the cost of IT towards managing the business value of IT. INTRODUCTION Information technology (IT) has become crucial in the support‚ sustainability‚ and growth of most‚ if not all enterprises
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AIR FRANCE – KLM: RULING THE SKIES Discuss the nature and strategic relevance of the Air France-KLM merger. Should Air France-KLM create new partnerships or acquisitions? On 5 May 2004‚ despite great opposition of industry experts the French airline Société Air France (Air France) and the Dutch Koninklijke Luchtvaart Maatschappij N.V. (KLM) created the world’s largest airline group by turnover named Air France-KLM. The merger represented the first consolidation of two national flag carriers
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How did these benefits help the business to change the marketing mix into 7p’s A. Opportunities to access customers and markets The most plane tickets for KLM are sold online so it is important that the website has a good access. On the website KLM has ticket‚ plane and in-flight information. the internet made it possible for KLM to be compared to other airlines and to outclass them.KLM also has several Smartphone apps that make the access easier for the customer and that is very smart because
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Altan Teacher NHTV Academy of Real Estate and Facility Management Tutor: Rianne Wilmer Teacher NHTV Academy of Real Estate and Facility Management Date: 18th of May 2015 Theme: Year 3‚ Strategic Management‚ Spring 2015 Case company: KLM Royal Dutch Airlines Word count: ? Preface Executive Summary Table of Content Preface 2 Executive Summary 3 Table of Content 4 Introduction 5 1. Strategic Management 6 2. Finance 9 3. Economics 10 4. Management Information Systems 11 5. Business
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INTRODUCTION AIR FRANCE KLM Royal Dutch Airline French Company Dutch company Founded in 1933 Founded in 1919 CEO: Frédéric Gagey CEO: Camiel Eurlings Hub: Roissy Charles de Gaulle Hub: Schiphol Main acEvies: passenger‚ cargo‚ maintenance Main acEviEes : passenger and cargo Fleet size
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