1. What was life like at "old" British Airways?
• Employees were embarrassed to mention they worked for the company.
• British Airways stumbled into its 1979 state of inefficiency in large part because of its history and culture.
• British Airways faced the worst crisis in its history in the late 1970’s early 1980’s.
• Unless they took immediate action they were heading for a loss of at least £100 million within that present financial year.
• They faced the potential that by that following April they had losses close to £250 million in two years.
• A special bulletin was written by then chief executive Roy Watts issued to all staff stating the following:
Even as I write to you, our money is draining at the rate of nearly £200 a
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3. What were the critical factors in the successful transformation?
• King launched their Survival plan— “tough, unpalatable and immediate measures” to stem the spiraling losses and save the airline from bankruptcy. The radical steps included reducing staff numbers from 52,000 to 43,000, or 20 percent, in just nine months; freezing pay increases for a year; and closing 16 routes, eight on-line stations, and two engineering bases. It also dictated halting cargo-only services and selling the fleet, and inflicting massive cuts upon offices, administrative services, and staff clubs.
• In June of 1982, BA management appended the Survival plan to accommodate the reduction of another 7,000 staff, which would eventually bring the total employees down from about 42,000 to nearly 35,000. BA accomplished its reductions through voluntary measures, offering such generous severance that they ended up with more volunteers than necessary. In total, the airline dished out some £150 million in severance pay. Between 1981 and 1983, BA reduced its staff by about a quarter.
• On September 13, 1982, King relieved its 36-year-old advertising account was being replaced by Saatchi & Saatchi. One of the biggest account changes in British history, it was King's way of making a clear statement that the BA direction had changed.
• In April of 1983, British Airways launched its “Manhattan Landing” campaign. King and his staff sent BA management
Macro: The first problem changing the culture at British Airways was the merger of the BOAC and BEA. In 1971, the Civil Aviation Act became law and the board was to control policy over British Airways but both BOAC and BEA remained autonomous, each with its own chairman, board, and chief executive. This caused a split within British Airways throughout the 1970s and in the mid-1980. The second problem BA faced was the threat of privatization. In 1984 the government passed legislation that made BA a public limited company. The third was productivity was bad compared to other leading foreign airlines. The fourth was poor service. Poor customer service
1 This essay will assess how globalisation has impacted on the airline industry using British Airways as an example to illustrate this change had on the industry as a whole. This essay will attempt to show how the airline industry and British Airways in particular coped with thesee change and how neoliberalism thinking allowed and supported this fundamental change to happen.
1. According to the case, it shows that management of M determined that a loss would be “probable” and the estimate range would be $15 million to $20 million. However, they determined $17 million would be the “most likely” amount of loss.
• A catastrophic industry crisis as 200 000 staff were cut in the world aviation industry.
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