consultancy report independent-study project

8/20/2019 Consultancy Report Independent-Study Project

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Management Consultancy Report: Independent-Study Project

A study of British Airways response to increased

competition from !udget-airlines

Contents

ACKNOWLEDGEMENTS 6


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ABSTRACT 7

1.0 INTRODUCTION 8

2.0 COMPANY DETAILS 9

2.1 INDUSTRY ANALYSES 9

"#$#$ AIR%I&' I&()S*R+ ,%BA%%+ .

"#$#" AIR%I&' I&()S*R+ I& ')RP' $/

"#$#0 AIR%I&' I&()S*R+ I& *1' )&I*'( 2 I&,(M $$

2.2 AIRLINE PROFILES 12

"#"#$ BA PR3I%' $"

"#"#$#$ Strengths $"

"#"#$#" 4ea5nesses $0

"#"#$#0 pportunities $0"#"#$#6 *hreats $6

"#"#" 'AS+ 7'* PR3I%' $8

"#"#0 R +A&AIR PR3I%' $9

3.0 RESEARCH PROGRAMME 18

.0 PROBLEM !UANTIFICATION 19

".0 PROBLEM RESOLUTION 23

".1 STEP 1 # IDENTIFY CONSTRAINTS 2"

".2 STEP 2 # DECIDE HOW TO E$PLOIT CONSTRAINT 26

".3 STEP 3 # SUBORDINATE AND SYNCHRONISE E%ERYTHING ELSE TO THE DECISION OF

STEP 2 28

". STEP # ELE%ATE THE PERFORMANCE OF THE CONSTRAINT 28

"." STEP " # RETURN TO STEP 1 IF CONSTRAINT HAS SHIFTED 28

8#6 COMPETITI%E STRATEGIES 29

".7 E$AMPLE AD%ERTISEMENT 29

6.0 FEASIBILITY STUDY 31

6.1 TECHNOLOGICAL 31

6.2 ECONOMICAL 31

6.3 LEGAL 31

6. OPERATIONAL 32

6." SCHEDULE 32

6.6 POLITICAL 32

7.0 DISCUSSION 3

"


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8.0 CONCLUSION 37

REFERENCES 38

APPENDI$ 3

A1.0 AIRLINE USE IN THE UK 3

A2.0 BRITISH AIRWAYS PRICE !UOTE LONDON TO MALAGA

A3.0 EASY &ET PRICE !UOTE LONDON TO MALAGA "

A.0 R YANAIR PRICE !UOTE LONDON TO MALAGA 6

%ist of 3igure

0


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F IGURE 1: EUROPE AIRLINES INDUSTRY GEOGRAPHY SEGMENTATION: % SHARE, BY

VALUE 2011. ADAPTED FROM M ARKET LINE, 2012B.######################################$$

F IGURE 2: T HE ATTRIBUTABLE PROFIT FOR THE YEAR FROM 1996 FOR BA. D ATA FROM

BRITISH AIRWAYS 199!" 199#" 1999" 2000" 2001" 2002" 200$" 200"

200&" 2006" 200!" 200#" 2009" 2010" 2011'######################################"/

F IGURE $: A (OMPARISON OF AIR FARES BETWEEN BA, E ASY )ET AND RYANAIR FOR A

RETURN FLIGHT FROM LONDON TO M ALAGA M AWER, 2011'##########################"9

F IGURE : AN E*AMPLE OF A MARKETING (AMPAIGN THAT BA (OULD IMPLEMENT AS A

RESULT OF THE APPLI(ATION OF THE THEORY OF (ONSTRAINTS##########################0/

%ist of *a!le

6


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T ABLE 1: GLOBAL AIRLINES INDUSTRY VALUE: + BILLION, 200!11. ADAPTED FROM

M ARKET LINE 2012 A '################################################################################.

T ABLE 2: UNITED K INGDOM AIRLINE INDUSTRY V ALUE 200!11. ADAPTED FROM

M ARKET LINE 2012( '.#############################################################################"$T ABLE $: UNITED K INGDOM AIRLINES INDUSTRY VOLUME: MILLION PASSENGERS, 200!

11. ADAPTED FROM M ARKET LINE 2012( '##################################################"$

T ABLE : A (OMPARISON OF FLIGHTS FROM LONDON TO M ALAGA BETWEEN BA,

E ASY )ET AND RYANAIR OUTBOUND FLIGHT ON 1ST AUG 201$" RETURN FLIGHT ON

2ND AUG 201$######################################################################################"

8


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A'()*+,-/--)I would li5e to e;press my sincere gratitude and than5s to all who ha than5 you#

9


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A45'British Airways in an institution synonymous with ,reat Britain# It is a ?ag

carrier that has transported royalty> and dignitaries ali5e= and carried the

lympic ?ame from ,reece to the )nited 2ingdom# 1owe BA faces a

growing threat from the rise of low-cost airlines such as Ryanair and

'asy7et# Posed with drastically lower face- BAs mar5et

share is falling# )sing the @*heory of Constraints> a solution is identied

in a new mar5eting campaign that would draw the customers attention to

the hidden charges not clearly ad BA is the cheaper option as its airfare is

more all-inclusi


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1.0 I)4*'*) *he purpose of this report is to identify a particular challenge or

opportunity facing a company# *he company that is the focus of this study

is British Airways BAD# *he particular challenge facing BA is the increasing

competition it faces from !udget airlines> and therefore the pressures it

places upon its !asic cost !ase#

*he report will !egin with a section on the company details# *his will

include a description of general !ac5ground information of BA and an

analysis of the a an in depth identication

and e;planation of the pro!lem BA faces as a company will !e included#

Section 0#/ will address the research programme for this project# *his will

include a detailed account of the methods that will !e used to in and a justication of each of these# Section 6#/ will include

the su!stance of this report> an in in sections #/ and F#/> all pre


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*his report will aim to strengthen the position of a leading glo!al airline>

steeped in history and legacy and contri!ute to BAs propulsion as a

strong player in the airline industry in the "$st century#

.


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2.0 C*5) D-5,

2.1 I)4 A)5,-

Garious analyses of the airline industry is necessary in order to

conte;tualise the pro!lem at hand# *he mar5et denition for the airline

industry states that it comprises of @passenger air transportation>

including !oth scheduled and chartered Mar5et%ine> "/$"aD#

2.1.1 A4,)- I)4 G,*5,,

*he airline industry glo!ally has shown @healthy growth in the years

leading up to "/$$> and is forecasted to grow further at a high rate in the

years up to "/$9# *a!le $ indicates the recorded growth mentioned here#

*otal airline industry re 2007?11 6#8T-/ 1: G/-/ -3/45 47583 -/7: + B//4, 200!11. A-;8 8L4 2012-'.

In addition to re growth is also measured !y passenger num!ers>

and in the period from "// to "/$$> passenger num!ers grew "#9 with

the strongest growth occurring in years "/$/J$$ I!id#D#

,eographic segmentation of airline industry


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represents the second highest region accounting for glo!al airlines#

*herefore> industry analysis within 'urope is also necessary#

2.1.2 A4,)- I)4 ) E4*-

3or the purposes of this report> the geographical area of 'urope includes

eastern and western 'urope#

4estern 'urope comprises Belgium> (enmar5> 3rance> ,ermany> ,reece>

Italy> the &etherlands> &orway> Spain> Sweden> SwitKerland> *ur5ey and

the )nited 2ingdom#

'astern 'urope comprises the CKech Repu!lic> 1ungary> Poland> Romania>

Russia and )5raine#

So therefore> $6 out of the " mem!er states of the 'uropean )nion are

included in this geographically dened area and out of the $$ mem!er

states in the 'uroKone area also# It is reasona!le now to assume the

impact the 'uroKone crisis has had on this geographic area# ' there

remains room for optimism for the countries that ha illustrated in 3igure $#

Mar5et%ine> "/$"!D#

$$


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$6

$0#"

$$#$

$/9#.

66#F,erman

)nited 2ingdom

Spain

Italy

3rance

Rest of 'urope

F?73 1: E73; -3/45 47583 ??3-;@ 5?=48-84: % 5@-3,

-/7 2011. A-;8 8L4, 2012.

*he NRest of 'urope segment therefore includes $6 countries#

*he study further details the major forces dri with degree of ri


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of the industry in "/$$# *here e;ists competition !etween British airlines>

with !udget airlines competing intensely on price with the legacy carriers#

3urthermore> the domination of the supplier mar5et !y Boeing and Air!us

add to the pressures at play on British airlines Mar5et%ine> "/$"cD#

*here e;ists a highly competiti Its headOuarters are in 1armondsworth> )2#

BA has a long history in a !eginning in $.$9 as Aircraft *ransport

and *ra "/$"dD#

2.2.1.1 Strengths

BAs strengths lie rstly in a strong mar5et position and !rand image in

the )2 and indeed the world too# BAs !rand places the company with a

strong competiti


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ha


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anticipated growth has a 5noc5 on eEect on increased consumer

condence> which pro

"/$"dD#

*he nal opportunity dened for BA is the re!ounded growth e;pected in

the )2 airline industry following a steep decline in "//.# *his growth was

shown pre in section "#$#0#

2.2.1.4 Threats

*he primary threat facing BA is from intense competition and discounted

prices# Mar5et%ine identies $$ competiti


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rising strongly# *his cost forms a signicant proportion of total e;penses

for BA and so reduces the companys re regulatory conditions= with an industry that is already highly

regulated> airlines must comply with a coc5tail of licences> conditions and

rules in order to operate# Any increases in these costs would raise tic5et

prices> reduce re negati the airline saw

huge growth> e;panding its operations !eyond just the )2 to 3rance and

Spain# By the year "///> the company was listed on the %ondon Stoc5

';change> just


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Its strengths lie in a strong mar5et position> competiti "/$0a: $D#

'asy7ets wea5nesses !ear resem!lances to other airlines gi "/$0a: "$D#

2.2.3 R5)54 P4*@,-

Ryanair operates as one of the main competitors of BA and as a low fare

scheduled passenger airline# 3rom its origin in $.F8> Ryanair has

e;perienced unprecedented growth with passenger num!ers increasing

from 8>/// to F">/// in their rst year of trading Mar5et%ine> "/$0!D#

$


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*he Mar5et%ine S4* analysis of Ryanair showed that its strengths lie in

its @distincti


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3.0 R--54'= P4*/45- *he research programme for this report will in therefore> information on the rise of !udget

airlines and competition to BA is

newspaper articles and news we!sites the follow the response of BA to the

threat of competitors and the successfulness of those responses#

Research will also stem from academic material> in particular journal

articles that specialise in the airline industry and are a!le to oEer useful

insight into the pro!lem at hand for BA#

Should it !e reOuired> senior management at BA is a


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.0 P4*,- !5)@'5*)%ow cost airlines emerged following deregulation of a and then !eing hit !y the

nancial crisis of "//F# *he growth of 'asy7et and the demise of prots at

BA coincided with the rise of another low-cost carrier competitor Ryanair#

It is clear> from sur


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-9//

-6//

-"//

/

"//

6//

9//

F//

Y-54

A45,- P4*@ ,,*)

F?73 2: T@ -88378-/ ;38


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A further pressure at wor5 on BA and other airlines are the passenger

num!ers> which was another 2007?11 /#/DT-/ 2: U48 K4?= A3/4 I47583 V-/7 200!11. A-;8 8L4 2012C'.

Y-54 M,,*) P5-)/-4 < G4*+=

2007 $$.#92008 $$#0 $#.D2009 $/F#9 #6D2010 $/6#. 0#6D2011 $/.#" 6#/CAGR> 2007?11 "#0DT-/ $: U48 K4?= -3/45 47583 /7=: =//4 ;-554?35,200!11. A-;8 8L4 2012C'

*here are


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*he reason for a strong presence of NSupplier Power is !ecause of a high

degree of supplier siKe and lac5 of su!stitute inputs I!id#D# Air!us and

Boeing form a @duopoly of suppliers of new jetliners I!id#D# 3urther to the

strength of suppliers are those who supply fuel# 3uel is a


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".0 P4*,- R-*,*)An early response to resol 7ohnson and &air> "/$$D# Casadesus-Masanell *arKijTn note that

within the airline industry> the perils of running such a !eing a full-ser

"///D# So here> e Paris and Barcelona were cut !y up

to 8/> and were made as @part of an o "//9D# Such a mo


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i!id#D# *he competiti


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the threat of decreased re the solution to any organisational pro!lem lies

within a framewor5 that employs @the 3i $.F.D# *hese steps are:

$# Identify the constraint"# (ecide how to e;ploit the constraint0# Su!ordinate and synchronise e


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In a BBC *wo documentary on low-cost airlines in the )2> the practices of

Ryanair and 'asy7et were in "/$0aD# *he programme

tells the inside story of Ryanair and 'asy7ets owners Michael %eary and

Sir Stelios 1aji-Ioannou> who @opened up new frontiers in the a to as5 @how much further can

these companies growV Stelios Q is trying to halt its e;pansion> while

%eary has just placed a massi the frugal and simplistic nature of operations at Ryanair and

'asy7et are identied and in !y transforming a

pro!lem into an opportunity and therefore a solution# *he constraint here

is the ercely competiti "/$$D> a comparison of BA> 'asy7et and Ryanairs total price

for a return ?ight from %ondon to Malaga# 3igure 0 shows a comparison of

fares !etween the airlines#

"


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F?73 $: A C=;-354 < -3 that Ryanairs fare is a!out

$6 cheaper# 1owe the nature of a !udget airline> !eing Nno-frills

comes in to play in this e;ample# 4hile BAs price includes e;tras that

would ma5e the ?ight more enjoya!le and easier> 'asy7et and Ryanairs

price is only that of transporting the passenger from point A to point B>

and just that# So> to compare the ser BAs price remains

the same> howe


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present in the price comparison site> so its fares were collected directly

from its we!site# See appendi; for list of additional fees for Ryanair#

B4= A4+5 E5&- R5)54O4/)5, F54- 279.9 238.98 286.32

R--4-

-5)/

/ 0 $8

C=-'( ) *)-

5/

/ 06 $6/

R--45*)

--

/ $/ "/

N-+ F54- 279.9 28".98 61.32

< '=5)/- / "/ 9$T-/ : A C=;-354 < ?@85 the constraint identied in the pre


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".3 S- 3 # S*4)5- 5) )'=4*)- --4=)/ -,- * =-

-'*) * S- 2

In this step> it is essential for BAs operations to wor5 to support the

constraint> and therefore the solution to the constraint# Constant research

should !e conducted into competitors fares so as to maintain an informed

and up to date perspecti


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*raditionally> BA has had a diEerentiation strategy as a legacy carrier>

steeped in tradition> history and momentous moments# *he strategy is

indeed with the lympic 3lame !eing

?own from ,reece to the )2 on a BA plane#

1owe in an industry as and where there e;ists

constant and high competitor pressures> multiple competiti

"/$$:""6D#

As has !een esta!lished esta!lished> BA ha operations should wor5 now to

include the cost leadership aspect in BAs strategy# It has !een identied

that BA does possess cost leadership when it comes to

and no hidden charges see sections 8#$-8#8D#

So> in continuation and e;pansion of the cost leadership strategy> BA

should see5 eUcient facilities and cost reduction strategies to strengthen

the competiti


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0"


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F?73 : A4 -=;/ < - =-3>84? C-=;-?4 8@-8 BA C7/ =;/=48 -5 - 357/8 < 8@ -;;/C-84 < 8@ 8@3 < C4583-485

*he ad Illustrator and Photoshop#

6.0 F-5, SA useful manner in which to conduct a feasi!ility study of the pro!lem

resolution dened in section 8#/> is their *'%SP acronym for project

management> which stands for @technological= @economical= @legal=

@operational= @schedule and @political *aylor> "//D#

6.1 T-'=)*,*/'5,

@Some research studies reOuire a le

electronic de eOuipmentD that may need to !e tested or de "//: $F.D# 4ith regards to the feasi!ility of a new mar5eting

position> the technological resources reOuired to include @


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the economic !enets of the pro!lem solution specied in section 8#"

would !e plentiful#

6.3 L-/5,

As *aylor notes in her article> @this is an increasingly litigious world>

coupled with the highly competiti the legality of the strategy should !e of

paramount importance and therefore lawyers should !e consulted

throughout the process# Perhaps a dialogue with the Uce of 3air *rading

would !e of !enet to the process> in order to minimise the success of

o!jections raised !y competitors to BA#

6. O-45*)5,

*his aspect of feasi!ility analysis can often !e o "//D# Management at BA must !e prepared to

ensure that wor5 practices and procedures are adeOuate to meet the

demand of this new


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time> the new mar5eting strategy may !e e;tended on a company wide

scale#

6.6 P*,'5,

*his aspect of feasi!ility analysis states that research should !e carried

out to consider whether the project will @ha "//: $./D# ! it should !e o!

with Asdas recent promotion on ha in which

their *G ad


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7.0 D'*) *his management consultancy report was written independently of BA>

and e;amined the emergence= rise and impact low-cost airlines such as

'asy7et and Ryanair ha the eEects of the

,reat Recession on the glo!al airline industry saw a -$8#9 decline for the

year following the crisis# 1owe the industry did return to growth and

for the period of "//-$$> growth of 6#8 was recorded#

A more specic analysis on the airline industries in 'urope and the )nited

2ingdom further strengthened the typical !eha


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carriers> due to the competiti whose eEects are still !eing felt today particularly in

'uropeD= price is a major factor for consumers when choosing which airline

to ?y with# *herefore> comparisons !etween BA and their leading !udget-

airline competitors were reOuired# Ryanair and 'asy7ets prolic rise in the

airline industry pro


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Perse


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easy for consumers to !e con this report was tas5ed with underta5ing an independent-

study project of an organisation that faced a particular pro!lem> and then

e


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*his realisation would ser


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R--4-)'-

Asda# "/$0> "6th 7ulyD# A5- (@-44/ 4 Y787# *he lowest prices on

fuel> wee5 in> wee5 out# Retrie from http:JJnews#!!c#co#u5J$JhiJ!usinessJ$//."F0#stm

BBC &ews# "//"D# E-5)8 75 G

from http:JJwww#iairgroup#comJphoeni;#KhtmlVcY"6/.6.pYirol-

reportsannual

British Airways# $..FD# 199!# A447-/ R;38 # Retrie


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British Airways# $...D# 199#9 A447-/ R;38 # Retrie


reportsannual

British Airways# "//$D# 200001 A447-/ R;38 # Retrie


reportsannual

British Airways# "//6D# 200$0 A447-/ R;38 # Retrie


reportsannual

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British Airways# "//9D# 200&06 A447-/ R;38 # Retrie


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British Airways# "//FD# 200!0# A447-/ R;38 # Retrie


reportsannual

British Airways# "/$/D# 200910 A447-/ R;38 # Retrie


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Casadesus-Masanell> R# *arKijTn> 7# "/$"> 7anuary-3e!ruaryD# 4hen ne

Business Model Isnt 'nough# H-3-3 B75455 R# Retrie from http:JJh!r#orgJ"/$"J/$Jwhen-one-!usiness-

model-isnt-enoughJ

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Collis> 7#> 1ussey> R# "//.D# B75455 35-3C@: A ;3-C8C-/ ?7 1ampshire>

)2: Palgra R# %# "/$$D# N E3- < M-4-?=48 # hio: South 4estern> Cengage

%earning

'yring> M# 7#> 7ohnson> M# 4# &air> 1# "/$$> 7anuaryD# &ew Business

Models in 'merging Mar5ets# H-3-3 B75455 R# Retrie from http:JJh!r#orgJ"/$$J/$Jnew-!usiness-models-in-

emerging-mar5etsJarJ$

3inancial *imes# "/$0D# EU -3/4 C45/-84 5/ 8 8-> # Retrie from http:JJwww#ft#comJcmsJsJ/J.68Ff.a-.d6a-

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