Merger Between US Airways and American Airlines; On December 9th, 2013 the two airlines, US Airways, and American Airlines merged to form the American Airlines Group that turn out to be the major airline in the world. Case Study, Merging American Airlines, and US Airways using change management models like Kotter; This merger was structured by the enlarged competition that airlines are countenancing in the business at present. The merger offered a prospect for both airlines to make use of the benefits of an extensive network. That would affect after merging as countered to when each one operates separately. One of the foremost circumstances that encircled the merger was the imminent insolvency of American Airlines.
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The company in 2011 had filed for bankruptcy even though it relapsed to profitability the same year in July. The merger would enhance admission to opportunities of business for both airlines, particularly American Airlines that would decrease its coverage to financial risks. Which were the preliminary rounds for the corporation filing for bankruptcy? The merger would generate enhanced synergies that would be apparent in the course of increased flexibility and financial strength in the market.
Each of the entities merged would have admission to further destinations and bigger clientele. Each of them would admit to a bigger destination network i.e. 300 destinations all around the world. They as well had a codeshare contract where customers would impeccably book. Their flights from any US Airways or American Airlines networks. Such controls are an enhancement to each of the airline’s abilities and results in bigger business and performance.
There are a variety of positive traits of this merger. One of the major advantages is that both airlines will have an imminent penetration of the market than what they had beforehand. This is since they will be creating daily more than 6,500 flights to above 300 destinations in additional. Then 50 countries all around the globe, affected enlarged revenues and improved governance of the most important routes. The American Airlines Group after the merger is a foremost player in Latin American. The global market for the airline (CAPA center for aviation). The exploitation of these prospects directs to enhanced market performance and superior capability to compact with aggressive pressure. This is since the fresh airline company, after the merger, has additional resources at its disposal that direct to superior performance.
An additional advantage of the merger is the increase and diversification of the products offered by the airline. Alongside the code-sharing contract that permits air travelers to book. Their trip from any of the websites of the company. There is improving access to one world association. This entails the improved opportunities of networking for the airline in the course of business agreements with further players in the industry, for instance, Iberia, British Airways, and Finnair. It lets the customers’ additional choices of air travel and unforgettable experiences of traveling crosswise a superior and more improved network. This develops levels of customer satisfaction and is necessary for developing loyalty to the customer.
The merger as well generates one of the finest-developed programs of loyalty i.e. Advantage. Customers have superior access to prospect to possess and redeem miles crosswise the joint routes of both airlines. It constructs the customers gain from increased utilization of opportunities and capabilities in the wider market. It as well results in increased expediency for travelers, ensuing in cost savings.
The fresh organizational structure has perceived the Doug Parker retention as the Chief executive officer of the fresh entity. The merger has, consequently, seen the construction of simply one chief executive’s place as opposed to two because of the fact. That each one of these companies had its individual chief executive formerly. There were as well considerable changes in the Board of Directors for the fresh company. The newly appointed Board of Directors incorporated four representatives of US Airways employees and as well five representatives for creditors of American Airlines. The preceding Boards of the separate entities did not have such representatives.
Doug Parker was formerly the chairman and chief executive of US Airways. On the other hand beneath the new position, the chief executive will not be the chairman of the board. The preceding companies in particularly US Airways had a variety of groups that exercised to operate underneath the chief executive. Such groups incorporated corporate affairs, marketing and revenue group, and finance, in addition to the operations groups. However, underneath the new corporation, there are no such groups.
There were no chief changes in the practices of human resources after the merger. The fresh company, American Airlines Group, adopted the majority of its human resource strategies from US Airways and maintained the majority of its top managers. The foremost reason the corporation made no important changes in their human resource strategies is owing to reasons of business.
They wanted to preserve their combined market share where employees contribute a vital role. They were acquainted with the fact that preserving. Their existing employees to a certain extent than recruiting new ones would simply utilize the more forceful worldwide network they had access to. This was reflecting in the fresh setup where representatives of employee straightforwardly represented concerns of the employee in the board of directors. This was intended for enhancing the satisfaction level of these workers. This is since advanced levels of satisfaction enhance employee retention levels. The majority of these employees had served a lot of years in both airlines and their knowledge was very important for the success of the fresh airline company.
The management at both companies had instituted that the majority of their non-impressive performances formerly. For instance, those in 2011 that made American Airlines file for bankruptcy were primarily owing to callous market conditions. Employees had not added to the under-performance. The merger rendering the new entity to huge resources that might facilitate it to triumph over these market challenges. In actual fact, the merger was seen as a prospect where the company would present. Benefits of using The Theory of Human Relationship Management!
The employees better compensation and benefits for their services. It was perceiving as an opportunity to close up the boil feuds. That had been relentless among the two companies’ management and labor unions representing workers. This was additional widespread in American airlines than at US Airways. It concludes with union representatives being integrated into. The Board of the fresh entity to make certain employee concerns were not looked down upon. Also read, Market Research Coffee of “Starbucks” Entry into China!
The retention of the majority of the employees and practically. A parallel organizational structure is owing to the effectiveness of training such personnel on leadership qualities. This is since the fresh entity would sustain minimal costs training these employees on facets of leadership because of the fact. That the airline had obtained a bigger global presence, as it turns out to be the biggest in the world. The development of leadership qualities in all its employees is decisive to the utilization of the opportunities offered by the bigger and more composite global market. Such employees are previously familiarized with the internal operations of the airline industry. As opposed to new employees that would need substantial spending on induction and training.