Critical Factors of Strategic Alliances for Medium- and Small-Sized Airlines

• Main Authors: Wang, Wen-Chien, 王文鍵
• Other Authors: 何立己
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/26756181522350949882

碩士 === 實踐大學 === 企業創新發展研究所 === 93 === Abstract In order to acquire synergy and to ensure competence, inevitablely, strategic alliance has become one of the most important tactics utilized by major airlines. This study employed “In-depth Interview” as the main research method and attempted to comprehend and project critical factors of airline strategic alliances throught experience and expertise shared by the interviewees of the domestic airlines in Taiwan. Here are the major findings of this study: Before forming an alliance, (a) “Complement” was claimed to be one of the keys. Strategic alliance was not a “panacea”. Before entering into an alliance, there had to be a “Clear Goal” for a union and airlines should “Seek the Right Partner” based on its goal or objective. The complementarity of flight routes was reported to be the most important consideration for airlines. (b) “Cross-Border Strategic Alliance” could offer a greater opportunity to success. Due to the fact that there were too many “Regulations”, ”Overlapping”on markets and too rare “Interchangeable Routes” in the domestic airline industry, “Cross-Border Strategic Alliance” provided a greater opportunity to success for the domestic airlines. After forming an alliance, (c) A “Well Managed” alliance had longer life expectancy. After the establishment of an alliance, it had also to be “Well Managed”. Depending on the condition of alliance and the market environment, structures of the coalition should be adjusted and modified at any time in order to stay alive in the severe competition of globalized market.