Flying into a Storm British Airways 1996–2000
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Airlines do not fly blindly into stormy weather. This was one such case study. The company was British Airways. In 1996, the company had purchased British Midland for £200 million. This was the largest corporate buy-out of the time, since 1986. The deal closed in December 1996. This was the time when oil was hitting the ceiling. The oil price was up 25 percent to $40, $50, or $60 a barrel
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At the time, I was working as an Airline Pilot for British Airways–that had taken off into the stratosphere with an incredible feat. It was supposed to be a test flight of our brand-new fleet. We had just received 18 brand-new Airbus 300 aircraft. They were cutting-edge machines. Faster, smoother and more fuel-efficient. But they needed to fly hundreds of flights to prove their worth. At the same time, I was also working for a small start-
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On Friday 17 August 1996, I embarked on my dream to fly in style: BA1901 from Heathrow Terminal 3 to Edinburgh and Edinburgh to Heathrow. I had spent the entire day searching for cheap flights on the internet, trying every discount booking site under the sun. My travel agent had suggested me to go with British Airways, but I had never flown with BA before. My initial suspicion was confirmed when I arrived at the gate and I was told that there were only one or two
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Problem Statement of the Case Study
I was fortunate enough to be asked by British Airways–the UK’s flagship airline–to write a case study on this challenging project. They had contracted with my agency to deliver a unique 360-degree, personalized customer experience, in the middle of a catastrophic global economic downturn. read the article It was their first-ever attempt at an overarching, holistic, 360-degree strategy. It was to turn British Airways from a disaster into a 21
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I was always a cautious person. I had never really let myself believe in coincidence, or that things were not always as they seemed to be. I was always very careful and very thorough in all that I did. It was not until I flew into the most dramatic, most turbulent, most treacherous weather that I finally let my guard down. click here for info It happened when I was on my way back to the UK after a business trip to Dubai. It was a stormy and foggy day, and I had just taken off from JFK
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It was the summer of 1996 when British Airways’ CEO, Fred Longstaff, set out to revolutionize the industry. He had a vision of a company that would become a global player in air transportation, while maintaining its independence from other airlines and the legacy airports. His first challenge was to change the culture of the company, to let go of the traditional mentality of the BA group, known for safety and efficiency. In essence, to change the BA brand from an airline into a service company. He then set about
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