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1. for research process that will be

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1.    
PROVISIONAL TOPIC – Strategic Alliances with
implications on  Low-Cost Airlines
 
 

2.    
DESCRIPTION
The
airline industry is a very large and heavy regulated industry with many
state-owned airlines and controlled by competition across borders. This has resulted
in placing the traditional airlines in a comfortable position in both
domestic and international markets as the new entrants were very less due to other
barriers and regulations.

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A
low-cost airline is an airline offering low fares for point-to-point traffic,
with fewer services than a traditional airline. A traditional airline offers
destinations domestically and internationally with a wider range of services.

This differentiation is made easier by their extended network of airlines in
form of strategic alliances.
 
The
low-cost airlines can be based related to new entrants in the European
market, which adapts that strategic alliances could be a useful mean in order
to develop respective competitive strategies and its potential airline
relationship. By the term strategic alliances, it is referred to
strategically planned collaborations with one or more partners, with the
intent to become more mutually beneficial and competitive in the market.

 
“A new
actor on a market can become competitive and successful faster than it would
have on its own when engaging in strategic alliances”(Hamel, Doz &
Prahalad, 2002).
 
 

3.    
PROBLEMS/DIFFICULTIES ANTICIPATED
 
In the
present generation, almost all traditional airlines are implementing some
kind of strategic alliance.

 
The
various methods for research process that will be implemented will be based
on qualitative method with case studies of two major airlines. (Ryanair –
Jet2) Interviews and with respondents from those airline fields would be used
to gather information about the dissertation subject.
 
The
purpose of this dissertation is to analyse and critique that low-cost
airlines can benefit from adopting strategic alliances or collaborations, and
identify all possible alliance configurations.

 
 
 
 

4.    
REFERENCES
 
1.     Borenstein, S. (1989). Hubs and High Fares:
Dominance and Market Power in the U.S. Airline Industry. Journal of
Economics, Vol. 20, Iss. 3. pp.344-366.
2.     Carson, D., Gilmore, A., Perry, C. &
Gronhaug, K. (2001). Qualitative Marketing Research. London: Sage
publications inc.
3.     Davies, W. (2001). Partner Risk – Managing the
downside of strategic alliances. West Lafayette: Purdue University Press
4.     Gummesson, E. (2000). Qualitative Methods in
Management Research. California: Sage Publication Inc.
5.     Lewis, J.D. (1990) Partnerships for Profit:
Structuring and managing Strategic Alliances. New York: The Free Press
6.     Mockler, R.J. (1999). Multinational strategic
alliances. Chichester : Wiley
7.     Yin,
K. R. (2003). Case Study Research: Design and Methods. California: Sage
Publication Inc.

8.     Levinthahl,
D., & March, J.G. (1993). The Myopia of Learning. Strategic Management
Journal. Winter Special Issue, Vol 14, p. 95-112.

9.     Whipple,
J.S. & Gentry, J.J. (2000). A network comparison of alliance motives and
achievements. The Journal of Business and Industrial Marketing. Vol. 15.

 
 
 
 
 
 

 

 

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