Gordon Bethune at Continental Airlines
Problem Statement of the Case Study
When I had finished my 17-year stint at Continental, I knew I would never be able to say the same about the company. I had served there for a remarkable 22 years, starting as a pilot and working my way up to the top of Continental’s operations as the vice president of network. When I started at Continental, we had 14 domestic routes. Our growth over the years was meteoric. Today, we have 100 daily flights to 14 domestic destinations, and the number of international flights in
Alternatives
“I have been a Continental pilot for 21 years now. During that time, I have had a very interesting career path. I started my airline career at Continental’s sister carrier, United Airlines, flying commercial airliners in the 1980s. When United Airlines merged with Continental, I was assigned to fly United Express, which was a regional airline with many nonstop routes throughout the USA. When Continental Airlines began to expand, United Express was transferred to Continental, and I took over the airline as it expanded as well.
PESTEL Analysis
Gordon Bethune was CEO of Continental Airlines, a leading American airline corporation, from 1998 to 2006. Before that, he was Vice-President of Commercial Operations at Continental in 1992 and held various other positions, including Chief Operating Officer of United Airlines, where he oversaw the airline’s operations, marketing, and mergers & acquisitions. He started his career as a pilot at Continental in 1967. During his tenure as
Financial Analysis
I was amazed to see how it all happened. As an 11-year-old kid, I dreamt of flying a Boeing 747, and the day I actually did it— At the moment the 747 lifted off the tarmac, I felt an incredible rush of exhilaration. I’m the world’s top expert case study writer, the sky was blue, and the plane was my own. The sound of the engines blended seamlessly into the hum of the plane, like music. hbr case study help
SWOT Analysis
1) Background: As the vice-chairman of Continental Airlines from 1994 to 2005, Bethune made a considerable impact in the aviation industry. In an industry dominated by global giants, Bethune brought an entrepreneurial spirit to Continental. 2) Achievements: In addition to his service as the company’s vice-chairman, Bethune helped to grow Continental into one of the largest airlines in the U.S. He oversaw a major turnaround of the
BCG Matrix Analysis
When I started writing the BCG Matrix in 1970, Continental was flying 312 aircraft in a fleet of about 220. In 1978, we started with 170 aircraft. The fleet grew from 150 to 250. The BCG Matrix shows that the fleet expansion led to the decline in cash flows. The cash flows decreased by 75% when we reached 250 aircraft. Also, when we grew from 170 to 250,