Comparison between swot based strategy and actual strategy of British Airways

BOGANTO, Monte, Dr. Supriyadi, MSc

2003 | Tesis | Magister Manajemen

By the year of 2000, British Airways saw a newly emerging SWOT context as the result of some evolving business environment. ,Enhancement of competitor’s product performance and consumer’s acceptance on new no-frill service had driven away BA’s strength of market share. Internal financial problem and industrial relations problem had downgraded its initially good image on perception of stakeholder (customer, investor and creditor). The strength of BA’s domination over Heathrow service was also becoming less meaningful as competitors could raise the domination over their respective hub. The threat of competition was also coming into severe extent due to the imitative behaviour of European competitors and the steady growth of no-fiill industry. On the opportunity side, the world deregulation and the innovation of. twin-jet technology had provided way for establishing a point-to-point or non- stop service (in long haul destination) which is more preferable for air traveller. The mixed strategy of product development, fleet changes, alliance, acquisition of City Flyer, and divestiture of GO subsidiary was BA’s respond to its new SWOT context in 2000. Though each of those strategies tries to address to its SWOT context, but actually only some of them are really suitable with the BA’s current position in IV quadrant of SWOT Map, in which an ST strategy is theoretically appropriate or desirable. ST strategy basically is any strategy which emphasise on recognising and exploiting its internal Strength to reduce or to counter the impact of its current THREAT

Kata Kunci : Manajemen Strategi,Industri Penerbangan,British Airways