Harvard Case - Scandinavian Airlines: The Green Engine Decision
"Scandinavian Airlines: The Green Engine Decision" Harvard business case study is written by Jennifer Lynes. It deals with the challenges in the field of Social Enterprise. The case study is 11 page(s) long and it was first published on : Jun 11, 2009
At Fern Fort University, we recommend that Scandinavian Airlines (SAS) proceed with the development and implementation of the Green Engine, a biofuel-powered engine, as a strategic initiative to enhance its corporate social responsibility and achieve environmental sustainability goals. This decision aligns with SAS's commitment to social entrepreneurship and its desire to become a leader in sustainable business models.
2. Background
Scandinavian Airlines (SAS) is a major European airline facing increasing pressure to reduce its environmental impact. The company is committed to achieving environmental sustainability and has set ambitious goals for reducing carbon emissions. The case study focuses on the decision of whether to invest in the development and implementation of the Green Engine, a biofuel-powered engine that promises significant environmental benefits.
The main protagonists are:
- SAS Management: They are tasked with making the strategic decision on whether to invest in the Green Engine, considering both financial and environmental implications.
- Environmental NGOs: They are advocating for SAS to adopt sustainable practices and reduce its carbon footprint.
- Potential Investors: They are evaluating the financial viability and potential return on investment of the Green Engine project.
3. Analysis of the Case Study
This case study can be analyzed through the lens of strategic planning, corporate social responsibility, and innovation.
Strategic Planning:
- Competitive Advantage: The Green Engine has the potential to give SAS a significant competitive advantage in the airline industry by positioning it as a leader in environmental sustainability. This could attract environmentally conscious customers and enhance brand image.
- Growth Strategy: Investing in the Green Engine aligns with SAS's long-term growth strategy by tapping into the growing demand for sustainable travel options.
- Market Segmentation: The Green Engine can be marketed to specific customer segments, such as environmentally conscious travelers, who are willing to pay a premium for sustainable travel.
Corporate Social Responsibility:
- Triple Bottom Line: The Green Engine aligns with the triple bottom line by considering environmental, social, and economic factors. It reduces carbon emissions, contributes to community development through biofuel production, and potentially generates financial returns.
- Shared Value Creation: The Green Engine creates shared value by benefiting both SAS and society. It reduces SAS's environmental impact and promotes sustainable development goals (SDGs).
- Stakeholder Theory: The Green Engine project addresses the concerns of various stakeholders, including customers, investors, employees, and environmental NGOs.
Innovation:
- Social Innovation: The Green Engine represents a significant social innovation by addressing the environmental challenges of the aviation industry.
- Business Model Innovation: The Green Engine requires a new business model, potentially involving partnerships with biofuel producers and impact investing to finance the project.
- Scaling Social Impact: The successful implementation of the Green Engine can be scaled to other airlines and industries, contributing to a broader shift towards environmental sustainability.
4. Recommendations
We recommend that SAS proceed with the development and implementation of the Green Engine, following these steps:
- Develop a comprehensive business plan: This plan should outline the financial, operational, and environmental aspects of the project, including cost estimates, revenue projections, and carbon emission reductions.
- Secure funding: SAS should explore various funding options, including impact investing, partnerships with government agencies, and private investors who are interested in social impact bonds.
- Partner with biofuel producers: Establishing strategic alliances with biofuel producers will ensure a reliable and sustainable supply of biofuel for the Green Engine.
- Pilot the Green Engine: Conduct a pilot program to test the Green Engine's performance and gather data on its environmental impact.
- Market the Green Engine: Develop a targeted marketing campaign to highlight the environmental benefits of the Green Engine and attract environmentally conscious customers.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The Green Engine aligns with SAS's commitment to environmental sustainability and its mission to provide safe and reliable air travel.
- External customers and internal clients: The Green Engine appeals to environmentally conscious customers and aligns with the values of SAS employees.
- Competitors: Investing in the Green Engine gives SAS a competitive advantage in the airline industry by positioning it as a leader in environmental sustainability.
- Attractiveness ' quantitative measures: The business plan should include a detailed financial analysis to demonstrate the project's potential return on investment and its contribution to SAS's profitability.
6. Conclusion
The Green Engine represents a significant opportunity for SAS to enhance its corporate social responsibility, achieve environmental sustainability, and gain a competitive advantage in the airline industry. By proceeding with the development and implementation of the Green Engine, SAS can demonstrate its commitment to social entrepreneurship and contribute to a more sustainable future for the aviation industry.
7. Discussion
Alternatives not selected:
- Continuing with current practices: This option would maintain the status quo but would not address the growing pressure to reduce carbon emissions.
- Investing in other sustainability initiatives: While other initiatives, such as fuel efficiency improvements, are valuable, the Green Engine offers a more significant and innovative solution.
Risks and key assumptions:
- High development costs: The Green Engine project requires significant upfront investment.
- Biofuel supply chain challenges: Ensuring a reliable and sustainable supply of biofuel is crucial.
- Customer acceptance: There is a risk that customers may not be willing to pay a premium for sustainable travel.
8. Next Steps
SAS should implement the following steps within the next 12 months:
- Develop a comprehensive business plan: (Within 6 months)
- Secure funding: (Within 9 months)
- Partner with biofuel producers: (Within 12 months)
- Pilot the Green Engine: (Within 18 months)
- Market the Green Engine: (Within 24 months)
By taking these steps, SAS can successfully develop and implement the Green Engine, achieving its environmental sustainability goals and positioning itself as a leader in social entrepreneurship.
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Case Description
Scandinavian Airlines (SAS) is an innovator of strategic environmental management in the airline industry. Being a first-mover can have both its advantages and disadvantages. This case looks at the airline's decision of whether they should invest in the best available environmental technology for a fleet of new aircraft that would serve them for the next 25 years. While the technology for these low-emission engines had been around since the 1970s, it had never really been commercialized. SAS was feeling pressure from the regulatory authorities with regards to potential new charges and taxes that could affect the future operating costs of the fleet. Despite these anticipated future costs, at the time of the decision, the director of aircraft and engine analysis for SAS could not make an economic case for the more expensive engines. The challenge was for the fleet development team to try to convince the SAS management team to spend the extra kr5 million (Swedish Kronor) per aircraft for the dual combustor engine. Given that corporations are faced with increasing pressure with regards to greenhouse gas emissions and climate change, this case study presents an opportunity for discussion and analysis of various environmental concepts including strategic environmental management, adoption of best available environmental technologies, the role of internal environmental leadership in a large corporation and the effect of market-based mechanisms to improve a sector's environmental performance. The case illustrates the complexities of environmental decisions in striking a balance between meeting ambitious commitments and dealing with real capabilities of companies and external pressures.
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