1. for research process that will be

1.     PROVISIONAL TOPIC – Strategic Alliances with implications on  Low-Cost Airlines     2.     DESCRIPTION The airline industry is a very large and heavy regulated industry with many state-owned airlines and controlled by competition across borders. This has resulted in placing the traditional airlines in a comfortable position in both domestic and international markets as the new entrants were very less due to other barriers and regulations.   A low-cost airline is an airline offering low fares for point-to-point traffic, with fewer services than a traditional airline.

A traditional airline offers destinations domestically and internationally with a wider range of services. This differentiation is made easier by their extended network of airlines in form of strategic alliances.   The low-cost airlines can be based related to new entrants in the European market, which adapts that strategic alliances could be a useful mean in order to develop respective competitive strategies and its potential airline relationship. By the term strategic alliances, it is referred to strategically planned collaborations with one or more partners, with the intent to become more mutually beneficial and competitive in the market.

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  “A new actor on a market can become competitive and successful faster than it would have on its own when engaging in strategic alliances”(Hamel, Doz & Prahalad, 2002).     3.     PROBLEMS/DIFFICULTIES ANTICIPATED   In the present generation, almost all traditional airlines are implementing some kind of strategic alliance.

  The various methods for research process that will be implemented will be based on qualitative method with case studies of two major airlines. (Ryanair – Jet2) Interviews and with respondents from those airline fields would be used to gather information about the dissertation subject.   The purpose of this dissertation is to analyse and critique that low-cost airlines can benefit from adopting strategic alliances or collaborations, and identify all possible alliance configurations.         4.     REFERENCES   1.     Borenstein, S. (1989). Hubs and High Fares: Dominance and Market Power in the U.

S. Airline Industry. Journal of Economics, Vol. 20, Iss. 3. pp.344-366. 2.

     Carson, D., Gilmore, A., Perry, C. & Gronhaug, K. (2001). Qualitative Marketing Research. London: Sage publications inc.

3.     Davies, W. (2001). Partner Risk – Managing the downside of strategic alliances. West Lafayette: Purdue University Press 4.

     Gummesson, E. (2000). Qualitative Methods in Management Research.

California: Sage Publication Inc. 5.     Lewis, J.

D. (1990) Partnerships for Profit: Structuring and managing Strategic Alliances. New York: The Free Press 6.     Mockler, R.J. (1999).

Multinational strategic alliances. Chichester : Wiley 7.     Yin, K. R. (2003). Case Study Research: Design and Methods. California: Sage Publication Inc.

8.     Levinthahl, D., & March, J.G. (1993). The Myopia of Learning. Strategic Management Journal. Winter Special Issue, Vol 14, p.

95-112. 9.     Whipple, J.

S. & Gentry, J.J. (2000). A network comparison of alliance motives and achievements.

The Journal of Business and Industrial Marketing. Vol. 15.               

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