毕马威案例分析优秀作品!.pdf

British AirwayBritish AirwayBritish AirwayBritish Airway s s s s Dilemma Dilemma Dilemma Dilemma Eliminate short haul or not Eliminate short haul or not Eliminate short haul or not Eliminate short haul or not ContentsContentsContentsContents Part 1Part 1Part 1Part 1 The Main Facts And IssuesThe Main Facts And IssuesThe Main Facts And IssuesThe Main Facts And Issues The SWOT AnalysisThe SWOT AnalysisThe SWOT AnalysisThe SWOT Analysis OfOfOfOf BA BA BA BA s External and s External and s External and s External and Internal EnvironmentsInternal EnvironmentsInternal EnvironmentsInternal Environments The BAThe BAThe BAThe BA s Stragetic Choices Stragetic Choices Stragetic Choices Stragetic Choice Part 2Part 2Part 2Part 2 Part 3Part 3Part 3Part 3 The main facts and issuesThe main facts and issuesThe main facts and issuesThe main facts and issues Here we goHere we goHere we goHere we goHere we go Here we goHere we goHere we go The deregulation of European airline market bring in many new entrants in 1997 Facts and issues Low cost business models have become the driving force in the world airline industy Competition in the low cost carrier market in Europe is brutal BA was faced with a loss of market share and a financial failure in short had segament 1 1 1 1 DeregulationDeregulationDeregulationDeregulation2 2 2 2 TrendTrendTrendTrend3 3 3 3 CompetitionCompetitionCompetitionCompetition4 4 4 4 PredicamentPredicamentPredicamentPredicament SWOT analysisSWOT analysisSWOT analysisSWOT analysis BA s external and internal environment StrengthsStrengthsStrengthsStrengthsThreatsThreatsThreatsThreats WeaknessWeaknessWeaknessWeaknessOpportunities OpportunitiesOpportunitiesOpportunities StrengthsStrengthsStrengthsStrengths Global Global Global Global brand brand brand brand network network network network High High High High profitablityprofitablityprofitablityprofitablity Financial Financial Financial Financial superioritysuperioritysuperioritysuperiority Making BA Making BA Making BA Making BA the worldthe worldthe worldthe world s favourite airlines favourite airlines favourite airlines favourite airline Creation of BACreation of BACreation of BACreation of BA s club world business classs club world business classs club world business classs club world business class Estabishment of an extensive global networkEstabishment of an extensive global networkEstabishment of an extensive global networkEstabishment of an extensive global network With more than 2000 million With more than 2000 million With more than 2000 million With more than 2000 million net assets and over net assets and over net assets and over net assets and over 7500 million 7500 million 7500 million 7500 million revenue every yearrevenue every yearrevenue every yearrevenue every year With a nice asset liability ratioWith a nice asset liability ratioWith a nice asset liability ratioWith a nice asset liability ratio ManagemManagemManagemManagem ent Skillsent Skillsent Skillsent Skills Experienced in management and operationExperienced in management and operationExperienced in management and operationExperienced in management and operation Outstanding marketing skillsOutstanding marketing skillsOutstanding marketing skillsOutstanding marketing skills Harmony realtionship with govermentHarmony realtionship with govermentHarmony realtionship with govermentHarmony realtionship with goverment Willie Waslh was highly skilled in cost cuttingWillie Waslh was highly skilled in cost cuttingWillie Waslh was highly skilled in cost cuttingWillie Waslh was highly skilled in cost cutting StrengthsStrengthsStrengthsStrengths BABABABA s profits per passenger is the highest s profits per passenger is the highest s profits per passenger is the highest s profits per passenger is the highest FIigure 1 FIigure 1 FIigure 1 FIigure 1 Figure 1 Profits per PassengerFigure 1 Profits per PassengerFigure 1 Profits per PassengerFigure 1 Profits per Passenger Ryanair Southwest British AirwaysBritish AirwaysBritish AirwaysBritish Airways Air France Lufthansa EasyJet 0 0 0 0 4 4 4 4 8 8 8 8 12 12 12 12 16161616 20202020 9 9 9 9 6 6 6 6 19191919 13131313 11111111 2 2 2 2 Profits per Passenger Revenue per Passenger Costs per Passenger Jetblue 1 1 1 1 WeaknessesWeaknessesWeaknessesWeaknesses The aging The aging The aging The aging of fleetof fleetof fleetof fleet Poor Poor Poor Poor consumer consumer consumer consumer ServiceServiceServiceService Cost Cost Cost Cost disadvantagesdisadvantagesdisadvantagesdisadvantages The average age of the fleet is 9 5years so it The average age of the fleet is 9 5years so it The average age of the fleet is 9 5years so it The average age of the fleet is 9 5years so it need to invest in infrastructure need to invest in infrastructure need to invest in infrastructure need to invest in infrastructure The lowest The lowest The lowest The lowest on time on time on time on time 74 74 74 74 Poor performance in cost controlPoor performance in cost controlPoor performance in cost controlPoor performance in cost control Half heartedHalf heartedHalf heartedHalf hearted StrategiesStrategiesStrategiesStrategies NO contunity of strategies in short haul bussinessNO contunity of strategies in short haul bussinessNO contunity of strategies in short haul bussinessNO contunity of strategies in short haul bussiness WeaknessesWeaknessesWeaknessesWeaknesses The lowest The lowest The lowest The lowest completions completions completions completions 98 5 98 5 98 5 98 5 The highest The highest The highest The highest Lost bags per 1000 PAXLost bags per 1000 PAXLost bags per 1000 PAXLost bags per 1000 PAX 17 7 17 7 17 7 17 7 OpportunitiesOpportunitiesOpportunitiesOpportunities The integration of Europe market Price wars among low cost airlines OpportunitiesOpportunitiesOpportunitiesOpportunities Airway became more and more popular ThreatsThreatsThreatsThreats The influx of new entrants which were fast growing Figure 2 The privilege in UK began to lose The competition in the airline market grew intense day by day ThreatsThreatsThreatsThreats 0 0 0 0 2001200120012001200220022002200220032003200320032004200420042004200520052005200520012001200120012002200220022002200320032003200320042004200420042005200520052005 MillionsMillionsMillionsMillionsUnit Unit Unit Unit Millions Millions Millions Millions Millions Millions Millions Millions RyanairRyanairRyanairRyanairEasyJetEasyJetEasyJetEasyJet Figure 2 Key Statistics of Ryanair and easyJetFigure 2 Key Statistics of Ryanair and easyJetFigure 2 Key Statistics of Ryanair and easyJetFigure 2 Key Statistics of Ryanair and easyJet BA was confronted with the heavy pressure from Ryanair and EasyJet s rapid growth 20 200 20 200 20 200 20 200 10 100 10 100 10 100 10 100 0 0 0 0 10 10010 10010 10010 100 20 20020 20020 20020 200 30 30030 30030 30030 300 40 40040 40040 40040 400 50 50050 50050 50050 500 60 60060 60060 60060 600 70 70070 70070 70070 700 19971997199719971999199919991999200120012001200120022002200220022003200320032003200420042004200420052005200520052005200520052005 IFFGIFFGIFFGIFFG 199819981998199820002000200020002006200620062006 IFFGIFFGIFFGIFFG Profit befor taxProfit befor taxProfit befor taxProfit befor tax Basic EPS per shareBasic EPS per shareBasic EPS per shareBasic EPS per share Figure 3 BAFigure 3 BAFigure 3 BAFigure 3 BA s Profit befor tax and Basic EPS per shares Profit befor tax and Basic EPS per shares Profit befor tax and Basic EPS per shares Profit befor tax and Basic EPS per share British Airway s poor financial performance during 1998 to 2002 10101010 20202020 30303030 40404040 50505050 60606060 70707070 80808080 90909090 100100100100 0 0 0 0 10 10 10 10 1997199719971997199819981998199819991999199919992000200020002000200120012001200120022002200220022003200320032003200420042004200420052005200520052005200520052005 IFFGIFFGIFFGIFFG 2006200620062006 IFFGIFFGIFFGIFFG Passenger load factorPassenger load factorPassenger load factorPassenger load factor Operating marginOperating marginOperating marginOperating margin Cost efficiencyCost efficiencyCost efficiencyCost efficiency Unit Figure 4 BAFigure 4 BAFigure 4 BAFigure 4 BA s Cost efficiencys Cost efficiencys Cost efficiencys Cost efficiency Operating margins and Passenger load factorOperating margins and Passenger load factorOperating margins and Passenger load factorOperating margins and Passenger load factor Figure 5 Boston matrixFigure 5 Boston matrixFigure 5 Boston matrixFigure 5 Boston matrix Long Long Long Long haulhaulhaulhaul CargoCargoCargoCargo ShortShortShortShort haul haul haul haul GOGOGOGO StarsStarsStarsStars Qestions marksQestions marksQestions marksQestions marks Cash cowsCash cowsCash cowsCash cows DogsDogsDogsDogs lowlowlowlowhighhighhighhigh highhighhighhigh lowlowlowlow Prelative market short Inudstry growth rate Focus on stars Long haul business From the boston matrix and the three figures above Figure 2 Figure 3 Figure 4 we can clearly draw a conclusion that Go was in the unprofitable route and the facts further proved it was a failure So we consider that BA had no competitive advantage in low cost business Figure 6 BowmanFigure 6 BowmanFigure 6 BowmanFigure 6 Bowman s Strategy Clocks Strategy Clocks Strategy Clocks Strategy Clock 3 Hybird3 Hybird3 Hybird3 Hybird BABABABA s two class operations two class operations two class operations two class operation 5 Focused differentiation5 Focused differentiation5 Focused differentiation5 Focused differentiation Long haulLong haulLong haulLong haul 1 Low price low added value1 Low price low added value1 Low price low added value1 Low price low added value Low costLow costLow costLow cost 1 Low price low 1 Low price low 1 Low price low 1 Low price low added valueadded valueadded valueadded value 2 Low 2 Low 2 Low 2 Low pricepricepriceprice 3 Hybrid3 Hybrid3 Hybrid3 Hybrid4 Differentiation4 Differentiation4 Differentiation4 Differentiation Low cost base and Low cost base and Low cost base and Low cost base and reinvestment inreinvestment inreinvestment inreinvestment in low price and low price and low price and low price and differentiationdifferentiationdifferentiationdifferentiation Likely to be Likely to be Likely to be Likely to be segment specificsegment specificsegment specificsegment specific Risk of price war Risk of price war Risk of price war Risk of price war and lowand lowand lowand low margins need to margins need to margins need to margins need to be cost leaderbe cost leaderbe cost leaderbe cost leader a a a a Without price Without price Without price Without price premiumpremiumpremiumpremium b b b b With price With price With price With price premiumpremiumpremiumpremium ThemeGallery is a Design Digital Content Contents mall developed by Guild Design Inc 1 1 1 1 The Strategy Clock BowmanThe Strategy Clock BowmanThe Strategy Clock BowmanThe Strategy Clock Bowman s Competitive Strategy Optionss Competitive Strategy Optionss Competitive Strategy Optionss Competitive Strategy Options 5 Focused 5 Focused 5 Focused 5 Focused differentiationdifferentiationdifferentiationdifferentiation 6 Increased 6 Increased 6 Increased 6 Increased price standardprice standardprice standardprice standard 7 Increased 7 Increased 7 Increased 7 Increased price low valueprice low valueprice low valueprice low value 8 Low 8 Low 8 Low 8 Low value standard pricevalue standard pricevalue standard pricevalue standard price Only feasible in Only feasible in Only feasible in Only feasible in monopoly situationmonopoly situationmonopoly situationmonopoly situation Perceived added Perceived added Perceived added Perceived added value to a particular value to a particular value to a particular value to a particular segment warranting segment warranting segment warranting segment warranting price premiumprice premiumprice premiumprice premium Higher margins if Higher margins if Higher margins if Higher margins if competitors competitors competitors competitors do not value do not value do not value do not value follow risk of losing follow risk of losing follow risk of losing follow risk of losing market sharemarket sharemarket sharemarket share Loss of marketLoss of marketLoss of marketLoss of market shareshareshareshare ThemeGallery is a Design Digital Content Contents mall developed by Guild Design Inc 2 2 2 2 The Strategy Clock BowmanThe Strategy Clock BowmanThe Strategy Clock BowmanThe Strategy Clock Bowman s Competitive Strategy Optionss Competitive Strategy Optionss Competitive Strategy Optionss Competitive Strategy Options Realistic alternatives strategyRealistic alternatives strategyRealistic alternatives strategyRealistic alternatives strategy Elimate short haul business throughly and immediately Elimate short haul business throughly and immediately Elimate short haul business throughly and immediately Elimate short haul business throughly and immediately Retreat to long haul business Retreat to long haul business Retreat to long haul business Retreat to long haul business Compete with EasyJet and Ryanair at all reapect Compete with EasyJet and Ryanair at all reapect Compete with EasyJet and Ryanair at all reapect Compete with EasyJet and Ryanair at all reapect Set up subsidiary to strethen its short haul net Set up subsidiary to strethen its short haul net Set up subsidiary to strethen its short haul net Set up subsidiary to strethen its short haul net Strategy 1 Downsize short haul businessStrategy 1 Downsize short haul businessStrategy 1 Downsize short haul businessStrategy 1 Downsize short haul business Strategy2 Cut off short haulStrategy2 Cut off short haulStrategy2 Cut off short haulStrategy2 Cut off short haul Strategy 3 Stay in short haulStrategy 3 Stay in short haulStrategy 3 Stay in short haulStrategy 3 Stay in short haul Retreat from low cost airlines focus on long haul business Retreat from low cost airlines focus on long haul business Retreat from low cost airlines focus on long haul business Retreat from low cost airlines focus on long haul business and downsize short haul business a