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Harvard Case - U.S. Airline Industry in 1995

"U.S. Airline Industry in 1995" Harvard business case study is written by James D. Dana, David A. Schmitt. It deals with the challenges in the field of Strategy. The case study is 38 page(s) long and it was first published on : Jan 1, 2004

At Fern Fort University, we recommend a strategic shift for U.S. airlines towards a hybrid business model encompassing both low-cost carriers (LCCs) and full-service carriers (FSCs). This approach leverages the strengths of both models, allowing airlines to cater to a wider range of customer segments and compete effectively in a rapidly evolving market. This recommendation is underpinned by a deep understanding of the industry's dynamics, Porter's Five Forces, and the evolving customer preferences in the post-deregulation era.

2. Background

The U.S. airline industry in 1995 was characterized by intense competition, driven by deregulation and the emergence of new, low-cost carriers. Legacy carriers faced challenges from LCCs, which offered lower fares and simplified services, attracting price-sensitive customers. This led to a decline in profitability for established airlines, forcing them to adapt their strategies.

The main protagonists in this case are the legacy carriers like American Airlines, United Airlines, and Delta Air Lines, who were grappling with the rise of LCCs like Southwest Airlines and the changing landscape of the industry.

3. Analysis of the Case Study

To analyze the situation, we employ a combination of frameworks:

  • Porter's Five Forces:

    • Threat of New Entrants: High, due to low barriers to entry and the potential for new LCCs.
    • Bargaining Power of Buyers: High, as customers have numerous choices and are price-sensitive.
    • Bargaining Power of Suppliers: Moderate, with limited suppliers for aircraft and fuel, but airlines can negotiate contracts.
    • Threat of Substitute Products: Moderate, with alternatives like rail and road travel, but air travel offers speed and convenience.
    • Competitive Rivalry: High, with numerous airlines vying for market share, leading to price wars and service differentiation.
  • SWOT Analysis:

    • Strengths: Established brands, extensive route networks, existing infrastructure, and loyal customer base.
    • Weaknesses: High operating costs, complex organizational structures, and resistance to change.
    • Opportunities: Expand into new markets, leverage technology for efficiency, and implement cost-cutting measures.
    • Threats: Competition from LCCs, fluctuating fuel prices, and economic downturns.
  • Value Chain Analysis: Legacy carriers need to re-evaluate their value chain, potentially outsourcing non-core activities like baggage handling and catering to reduce costs.

  • Business Model Innovation: Legacy carriers must embrace business model innovation, adopting elements of the LCC model while retaining their full-service offerings. This involves creating distinct brands or divisions catering to different customer segments.

4. Recommendations

  1. Implement a Hybrid Business Model: Create separate divisions or brands within the airline, catering to both price-sensitive and premium customers. This allows for cost-effective operations for budget-conscious travelers while maintaining premium services for those willing to pay for them.

  2. Strategic Alliances: Form strategic alliances with LCCs to expand route networks and access their cost-efficient operations. This allows for cross-selling and leveraging each other's strengths.

  3. Technology and Analytics: Invest in technology and analytics to optimize operations, streamline processes, and personalize customer experiences. This includes implementing AI and machine learning for dynamic pricing, route optimization, and predictive maintenance.

  4. Focus on Core Competencies: Identify and focus on core competencies, such as safety, reliability, and customer service, while outsourcing non-core activities to improve efficiency.

  5. Strategic Partnerships: Collaborate with travel agencies, hotels, and other travel-related businesses to create bundled packages and offer integrated travel experiences.

  6. Customer Segmentation: Develop a deep understanding of customer segments and their needs. This allows for targeted marketing, product development, and pricing strategies.

  7. Embrace Digital Transformation: Invest in digital transformation initiatives, including online booking platforms, mobile apps, and social media engagement, to enhance customer experience and improve operational efficiency.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of the industry's competitive landscape, the evolving customer preferences, and the need for legacy carriers to adapt to the changing market dynamics. They are consistent with the core competencies of legacy carriers, such as safety, reliability, and customer service, while also incorporating elements of the LCC model to improve cost efficiency.

The recommendations consider both external customers and internal clients, aiming to satisfy the needs of both price-sensitive and premium travelers while optimizing operations and employee satisfaction.

The attractiveness of these recommendations is evident in the potential for increased market share, improved profitability, and a more sustainable future for legacy carriers.

6. Conclusion

The U.S. airline industry in 1995 presented a significant challenge for legacy carriers. By embracing a hybrid business model, leveraging technology, and focusing on core competencies, legacy carriers can effectively compete in this dynamic market. This approach allows them to cater to a wider range of customers, improve efficiency, and achieve sustainable growth.

7. Discussion

Alternative strategies include:

  • Full-scale cost reduction: This approach involves drastic cost-cutting measures, potentially leading to job losses and service reductions, which could negatively impact customer loyalty and brand image.
  • Mergers and acquisitions: Consolidating with other airlines can create economies of scale, but it may face regulatory hurdles and potentially lead to reduced competition.

Key assumptions include:

  • Customer demand for both low-cost and full-service options will persist.
  • Technology adoption will continue to drive efficiency and innovation.
  • Regulatory environment will remain conducive to competition and innovation.

8. Next Steps

The implementation of these recommendations should be a phased approach, starting with:

  • Phase 1 (Year 1): Develop a detailed strategic plan outlining the hybrid business model, identify potential partners for strategic alliances, and invest in technology and analytics.
  • Phase 2 (Year 2): Launch the new divisions or brands, implement cost-cutting measures, and begin building partnerships with travel-related businesses.
  • Phase 3 (Year 3): Continuously monitor and adapt the strategy based on market feedback, refine customer segmentation, and further invest in digital transformation initiatives.

By following these steps, legacy carriers can navigate the challenges of the U.S. airline industry in 1995 and position themselves for long-term success.

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Case Description

Provides an overview of the domestic airline industry. Offers details on industry structure and performance necessary for basic industry analysis (or five forces analysis). Also emphasizes cost and benefit drivers, especially hub-and-spoke vs. point-to-point service and sources of differentiation.

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