Scandinavian Airlines System (SAS) in 1988 Award winner Prize Winner Case Solution
Abstract:
In between 1981 and 1987, SAS went through an impressive shift under a brand-new monitoring group headed by Jan Carlzon. From being a loss-making, demoralised organisation that contended at the periphery of the airline company market, it has actually ended up being an extremely rewarding, energetic business and an essential gamer in a quickly altering international market. The case explains the action taken by the business to attain such an exceptional turn-around, consisting of the modifications in its method, organization, control procedures, and business culture.
Pedagogical Goals:
To talk about 2 sets of concerns; the administration of turn-around circumstances and the requirement for synchronized and synchronised modification in method, organisation, management; the tradeoffs to accomplish short-term monetary turn-around and those needed to establish sustainable competitive benefit in a quickly altering market. At a more particular level, to offer insights on the tactical monitoring instrumental markets and on the difficulties being dealt with by big European business in the context of fast deregulation and restructuring to prepare for 1992.
This is just an excerpt. This case is about Strategy
published: 01 Mar 1988
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