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Strategic alliance

Strategic alliance . In Airline industry . Definition .

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Strategic alliance

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  1. Strategic alliance In Airline industry

  2. Definition • A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. This form of cooperation lies between Mergers & Acquisition M&A and organic growth.

  3. ARES OF STRATEGIC ALLIANCE • products, • distribution channels, • manufacturing capability, • project funding, • capital equipment, • knowledge, • expertise, • intellectual property.

  4. TRENDS OF AIRLINE BUSINESS • Airline merges in USA • Budget airlines rising such as Virgin Air, Air Asia • Vulnerablity to oil-price shocks, accidents and terrorism. • Airlines are beginning to lose their national identity as cross-equity holdings (such as Air Asia Malaysia, Air Asia Thailand) • From code sharing to strengthening airlines’ alliances • Jet fuel as the single largest expense for airlines, affects airline profitability

  5. Phases From Internationalisation to Globalisation period • In Internationalization period- 1940’s - increase in competition as number of airline increases, thus airlines engage in code sharing strategy • In globalisation period - 1980s and early 1990s, partnership among airlines intensified from merely code sharing to cross- equity. In 1997, formal alliance called Star Alliance began.

  6. Foreign ownership in airline, 1995

  7. COMMERCIAL AIRLINE • An airline is a company that provides air transport services for travelingpassengers (PASSENGER AIRLINE) and freight (FREIGHT AIRLINE). • Airlines lease or own their aircraft with which to supply these services and may form partnerships or alliances with other airlines for mutual benefit. • Generally, airline companies are recognized with an air operating certificate or license issued by a governmental aviation body.

  8. COMMERCIAL AIRLINE • The International Air Transport Association (IATA), is the trade group for the world's biggest airlines. • Malaysia Airlines, Air Asia, Malindo Air are members of IATA. • Industry profits of the airline industry is expected to hit a record $19.7 billion in 2014, an increase of more than 50% on the $12.9 billion estimate made for 2013.

  9. COMMERCIAL AIRLINE • Generally, airline companies are recognized with an air operating certificate or license issued by a governmental aviation body. • Example, Malaysia Airlines and Air Asia are certified by Department of Civil Aviation (DCA) of Malaysia.

  10. Airline Strategic Alliance (ASA) • The first airline alliance started in the 1930s, as Panair do Brasil and parent company Pan American World Airways • Code sharing- common forms of airline partnership

  11. CODE SHARING • When two or more airlines use their own flight codes or a common code on a flight operated by one of them • It allows greater access to cities through a given airline's network without having to offer extra flights, and makes connections simpler by allowing single bookings across multiple planes. • Most major airlines today have code sharing partnerships with other airlines and code sharing is a key feature of the major airline alliances.

  12. Other forms of pracitices of ASA • Marketing alliances – • Cross Equity -

  13. Strategic Alliances • Currently , there are three forms of alliances • 1/ sky alliance (28 members) • 2/sky team (20 member) • 3/ One World (13 members) • 4/ Wing • Malaysia Airlines is a members of One World.

  14. Strategic Alliances • Strategic alliances are not necessarily involved foreign ownership, example: • Air Asia is a Malaysia based company, engaged in alliances by serving their international routes, and these services are operated by Air Asia Thailand, thus foreign equity is involved in Air Asia Berhad. • Malaysia Airline is a member of One World but own solely by Malaysian equity. • Air Asia and Malaysia Airlines, once wanted to do share swap but finally pull out from getting allined

  15. Advantages of ASA • Entry and exit to a market • code-sharing, • amalgamation of frequent flyer programs, • increased traffic feed, • schedule coordination • leading to enhanced ‘perceived’ seamlessness air travel • elimination of duplication of certain • tasks (such as offices), • easier access to congested airport gates, • technical cooperation, • access to established system of travel agents

  16. Disadvantage of ASA • Direct reduction of competition and market is moving towards monopoly. When not many airlines serving an airport due to airline partnership, consumers have less choices of schedule and types of airlines. Reduction of airfares, therefore only at minimal. • Cross booking issue- Customers booked Airline A, but automatically given to take Airline B to reach their destination. • Mutual benefits among partners should be carefully assessed

  17. Conclusion • Strategic alliance is an important airline strategy in line with globalisation • Advantage to airline operators is larger as compared to customers • Mutual benefits among partners should be carefully assessed

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