Subject category:
Strategy and General Management
Published in:
2000
Length: 52 pages
Data source: Published sources
Abstract
South African Airways (SAA) experienced a period of sharp decline during the years 1995 to 1998. This led to the appointment of a new CEO and management team to turn the airline around. A strategy was implemented focussing upon improved customer service, improved revenue management and cost reductions. Furthermore, the formation of a global network of alliances, the upgrade and standardisation of the fleet, the transformation of staff and the introduction of a new first and business class product. The airline was successfully turned around within a period of two years and is currently in the phase of consolidating this success. The case study explores the period of decline before focussing upon the sequence of key action steps that the new management implemented in turning the airline around. It provides managers and students with a practical example of the turnaround and assists them in linking turnaround theory to practice.
Location:
Industry:
Size:
10,000 employees, USD1.2 milion
Other setting(s):
1995-2000
About
Abstract
South African Airways (SAA) experienced a period of sharp decline during the years 1995 to 1998. This led to the appointment of a new CEO and management team to turn the airline around. A strategy was implemented focussing upon improved customer service, improved revenue management and cost reductions. Furthermore, the formation of a global network of alliances, the upgrade and standardisation of the fleet, the transformation of staff and the introduction of a new first and business class product. The airline was successfully turned around within a period of two years and is currently in the phase of consolidating this success. The case study explores the period of decline before focussing upon the sequence of key action steps that the new management implemented in turning the airline around. It provides managers and students with a practical example of the turnaround and assists them in linking turnaround theory to practice.
Settings
Location:
Industry:
Size:
10,000 employees, USD1.2 milion
Other setting(s):
1995-2000