SAS in 1988

Scandinavian Airline System in 1988

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Table of Contents

Introduction2

Discussion3

SWOT analysis details3

Strengths3

Strong Market Position in the Nordic Region3

Strong Alliances3

Diversified and Balanced Sources of Revenue4

Weaknesses4

Legal Issues4

Opportunities4

Growing Global Airlines Industry4

Poised to Benefit from Recovering European Air Freight Sector4

Threats5

Increasing Fuel Prices5

Intense Competition5

SAS Strategies5

Conclusion7

Scandinavian Airline System in 1988

Introduction

The Primary strategy SAS has been created to improve the organization by working on the core company, aircraft, of the organization in its industry. As earlier described, the worldwide routes EBIT efficiency has been the toughest. This has triggered SAS to utilize its industry, as it has a powerful industry existence in Scandinavia. It has 54, 43, 33, and 15 % of the Norwegian, Danish, Remedial, and Finnish marketplaces. The economic functions last year have been negative in European countries, and in the Scandinavian industry, in comparison to 2008 (SAS' Yearly Review, 2009).

These components will not be available to all clients, as they are reliant on which form of admission is purchased. The consistent leaflet system is divided into two parts: Companies using the airliner gets SAS Credit score factors each time an personnel fly with SAS, and the visiting workers obtain EuroBonus factors. These can then be interchanged for new air journey. For the Economic climate Extra and Business sessions reductions are provided via the SAS Travel Complete Business, and the Fast Track isle offers a quick security examine to meet these consumer's objectives. In regards to cost, SAS specializes in providing aggressive complete air travel, which means chairs, baggage, and credit/debit card costs, are all provided in the cost. The total journey admission should thereof be lower than what competition can offer. According to SAS' own declare it is no longer recognized as being expensive (SAS Yearly Review 2009).

Discussion

SWOT analysis details

Strengths

Strong Market Position in the Nordic Region

SAS has a strong position in the Nordic region. The group operates through three airlines, which include Scandinavian Airlines, Wideroe, and Blue 1. Wideroe is the Nordic region's largest regional airline company. It operates a fleet of 30 aircrafts. The airline carried out 273 flights daily and transported 1.7 million passengers to 40 airports in Norway and 0.4 million passengers internationally. Wideroe holds 13% share of the Nordic market. Blue 1 is the second largest airline in Finland. The airline carried 1.6 million passengers to 29 destinations with 68 daily flights. Blue 1 holds 17% market share in Finland. Such strong market position gives SAS a competitive advantage in the Nordic region (SAS Yearly Review 2009).

Strong Alliances

The company has a strong alliance with various international airlines. It complements its own strong network by other group airlines and additional partnerships. SAS has been an active partner in establishing Star Alliance which is a large network of airlines with 27 members serving 1,160 destinations in 181 countries. In order to grow worldwide, SAS collaborates with its Star Alliance partners and makes use of bilateral cooperation agreements. SAS currently offers flights to 127 destinations in Europe and the US through the Star Alliance network. The company aims at increasing ...