戴维 战略管理第17版全套英文教辅案例davidsm17caseim16.docx
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戴维 战略管理第17版全套英文教辅案例davidsm17caseim16.docx
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戴维战略管理第17版全套英文教辅案例davidsm17caseim16
Case16–SpiritAirlines,Inc.(SAVE)–2018–Teachers’NotebyForestR.David
CaseAbstract
HeadquarteredinMiramar,Florida,SpiritAirlinescompetesintheUltraLowCostCarrier(ULCC)airlineindustryintheUSA,theCaribbean,andLatinAmerica.Spiritofferssomeofthelowestfaresintheindustry,usuallyupto$100lessthancompetitorsandsometimesascheapas$9+taxesandfees.Thecompanymarketsitselfasanunbundledairlineserviceprovider,meaningyouonlypayforitemsyoudesireincludingwater,drinks,andbags.Spirit’smarketingpitchiswhypayforbundledservicesthatultimatelypayforsomeoneelse’s“free”bagor“free”Coke?
Asaresult,Spiritmainlytargetscustomerswhoarepayingfortheirowntravelratherthanbusinessclasscustomers.Spiritchargespassengersfeesupto$45forcarryonandcheckedbags.Spirithasafeeof$5topassengerswhohavetheirboardingpassesprintedbythecheck-inagent.AsofDecember2017,Spiritcharged$30extraforbags41to50pounds,and$100forbagsbetween71and100pounds.Despitethefees,Spirithastensofthousandsofloyalcustomersduetotheirlowpricedtickets.
Spiritcurrentlyhasover420flightsadayandserves59airportswithfourfocusedairportsconsistingofChicago,DallasFt.Worth,Detroit,andLasVegas.OtherSpirithubsareFt.Lauderdale,MyrtleBeach,andAtlanticCity.Asofyear-end2016,Spirithadafleetof95Airbusaircraftofwhich36areownedandtheremainingleased;thecompanyhasover5,742full-timeemployees,butisrapidlyaddingflights,planes,employees,andcustomers.TheSpiritplanistogrowrapidly,operate158aircraftby2021,andincreaseitsUSmarketsharefrom2to4percent.SpiritservesNorthandSouthAmerica,CentralAmerica,andtheCaribbean.
VisionStatementAnalysis
Effectivevisionstatementsexhibitfivecharacteristicsthatcanbeusedasguidelinesforwritingorevaluatingvisionstatements.Anyvisionstatementthatscoresa5outof5onthesecharacteristicsisexemplary.InChapter2,thisvisionstatementassessmenttechniqueisreferredtoas“The5outof5Test.”
1.Clear:
revealstypeofindustryandwhatfirmstrivestobecome
2.Futuristic:
revealswhatthefirmstrivestobecomeoraccomplishwithin5years
3.Concise:
onesentenceinlength
4.Unique:
revealsthefirm’scompetitiveadvantage
5.Inspiring:
motivatesreaderstosupportthefirm
Spiritnolongerprovidesawrittenvisionstatementonitswebsite.However,formerpresidentandCEO,BenBaldanza,says:
“Ourvisionistomakesurethecustomerwhocan’taffordtopaycurrentairlinepriceshasanoptiontostilltravel.”TheformerCEOgoesontosaythat“Wheneverweaddanewmarketoranewservice,wealwaystrytopricethatmarketatlowerthantheprevailingfaresinthatmarkettobringbacksomepeoplewho’vebeenpricedout.”
AproposedvisionstatementforSpiritAirlinesisasfollows:
“WestrivetocontinueastheultralowcostairlineoftheAmericas,alwaysofferinglowerthanprevailingairfaresinordertomakeairtravelsafeandaffordableforthemasses.”
MissionStatementAnalysis
The10desiredcharacteristicsofaneffectivemissionstatementareasfollows:
1.Broadinscope;doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives
2.Concise;fewerthanonehundredwordsinlength
3.Inspiring
4.Identifiestheutilityofafirm’sproducts
5.Revealsthatthefirmissociallyresponsible
6.Revealsthatthefirmisenvironmentallyresponsible
7.Includesninecomponents:
customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees
8.Reconciliatory;resolvesdivergentviewsamongstakeholders
9.Enduringbutnevercastinstone
10.Attractscustomers;iswrittenfromacustomerperspective
The9desiredcomponentsofaneffectivemissionstatementareasfollows:
1.Customers—Whoarethefirm’spresentandpotentialcustomers?
2.Productsorservices—Whatarethefirm’smajorproductsorservices?
3.Markets—Geographically,wheredoesthefirmcompete?
4.Technology—Isthefirmtechnologicallycurrent?
5.Concernforsurvival,growth,andprofitability—Isthefirmcommittedtogrowthandfinancialsoundness?
6.Philosophy—Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?
7.Distinctivecompetence—Whatisthefirm’smajorcompetitiveadvantage?
8.Concernforpublicimage—Isthefirmresponsivetosocial,community,andenvironmentalconcerns?
9.Concernforemployees—Areemployeesavaluableassetofthefirm?
Spiritdoesnothaveapublishedmissionstatementbuttheircompanysloganisasfollows:
“TheUltraLowCostAirlinefortheAmericas.”
AproposedmissionstatementforSpiritAirlinesthatincludestheninecomponentsandmeetsthetencharacteristics,inlessthan100words,isgivenbelow:
Westrivetobetheleadingultra-low-fareaircarrier(2,7)byprovidingcustomerswithaffordableairtravelacrosstheUnitedStates,LatinAmerica,andtheCaribbean(1,3).Weofferanexemplarywebsiteandmobileapplications(4)aspartofourprofitablegrowth(5).Webelieveinfulltransparencyandreliablefriendlycustomerservice(6),anchoredbythebestpilotsandthefriendliest,besttrainedflightattendantsandgroundpersonnelintheindustry(9).Westrivetoearntherespectofallcommunitiesweserve(8).(78words)
ExternalFactorEvaluation(EFE)Matrix
CompetitiveProfileMatrix
FinancialRatioAnalysis
InternalFactorEvaluation(IFE)Matrix
Strength-Weakness-Opportunity-Threat(SWOT)Matrix
SOStrategies
1.Increaseadvertisingofthe$9fareby$100million(S1,S2,S4,S10,O1,O2).
2.FormanalliancewithAllegiantAir(S2,O4).
3.Purchase3additionalA320aircraftfor$105millioneach(S1,S7,S8,O1,O6).
4.Continuetochargeextraforsnacksanddrinks(S4,S5,O5,O9).
STStrategies
1.Increaseadvertisingtargetingthehigherpriceschargedbylegacycarriers(S1,S2,S4,S10,T1).
2.Add5newinternationalmarketsinLatinAmerica(S1,S7,T7,T9).
3.Purchase3additionalA320aircraftfor$105millioneach(S1,S7,S8,T4,T9).
4.Offerthe$9fareon3%moreflights(S10,T3,T10).
WOStrategies
1.FormalliancewithAllegiantAir(W1,O4).
2.Increaseadvertisingtargetingbudget-mindedcustomersfrom0.5%ofrevenuesto1%ofrevenues(W6,O1,O2,O4).
3.Developadivisionalorganizationalstructurewithanewvisionandmissionstatement(W8,W10,O4).
4.Add5newinternationalmarketsinLatinAmerica(W7,O6).
WTStrategies
1.Renegotiatecontractswithpilotsevery2years(W4,W5,T6).
2.ReducetherelianceonFortLauderdaleairportfrom54%ofallflightsleavingto50%(W7,T1,T7,T8).
3.PurchaseJetBluetoobtainmoreroutesandeliminateacompetitor(W1,W2,W7,T1,T8).
4.Hire2womenintouppermanagement(W8,T6).
StrategicPositionandActionEvaluation(SPACE)Analysis
BostonConsultingGroup(BCG)MatrixAnalysis
Internal-External(IE)MatrixAnalysis
GrandStrategyMatrixAnalysis
QuantitativeStrategicPlanningMatrix(QSPM)Analysis
1.Increaseadvertisingby$100million.
2.Purchase3additionalA320aircraft.
RecommendationswithAssociatedCosts
1.Increaseadvertisingofthe$9fareby$100million.
2.FormanalliancewithAllegiantAir.
3.Purchase3additionalA320aircraftfor$105millioneach.
4.Continuetochargeextraforsnacksanddrinks.
5.Add5newinternationalmarketsinLatinAmericaat$5millionpermarket.
6.Developadivisionalorganizationalstructurewithanewvisionandmissionstatementfor$500,000.
7.Hire2womenintouppermanagementat$300,000peryear.
TotalCostsRounded:
$500million
OrganizationalChartAnalysis
Chapter7presents15guidelinesfordevelopinganeffectiveorganizationalchart,asfollows:
1.Insteadofchairmanoftheboard,makeitchairpersonoftheboard.
2.Makesuretheboardofdirectorsrevealsdiversityinrace,ethnicity,gender,andage.
3.MakesurethechairoftheboardisnotalsotheCEOorpresidentofthecompany.
4.MakesuretheCEOofthefirmdoesnotalsocarrythetitlepresident.
5.Reservethetitlepresidentforthedivisionheadsofthefirm.
6.IncludeaCOOifdivisionsarelargeorgeographicallydispersed.
7.MakesureonlypresidentsofdivisionsreporttotheCOO.
8.MakesurefunctionalexecutivessuchasCFO,CIO,CMO,CSO,R&D,CLO,CTO,andHRMreporttotheCEO,nottheCOO.
9.Makesureeveryexecutivehasoneboss,solinesinthechartshouldbedrawnaccordingly,assuringunityofcommand.
10.Makesurespanofcontrolisreasonable,probablynomorethan10personsreportingtoanyotherperson.
11.Makesurediversityinrace,ethnicity,gender,andageiswellrepresentedamongcorporateexecutives.
12.Avoidafunctionaltypestructureforallbutthesmallestfirms.
13.Decentralize,usingsomeformofdivisionalstructure,wheneverpossible.
14.UseanSBUtypestructureforlargefirmswithmorethan10divisions.
15.Makesureexecutivetitlesmatchproductnamesasbestpossibleindivision-by-productandSBU-designatedfirms.
EXHIBIT1-Spirit’sTopExecutivesandOrganizationalChart
1.RobertFornaro,President,ChiefExecutiveOfficer(CEO)
2.EdmundoMiranda,VP,ControllerandPrincipalAccountingOfficer
3.ThomasCanfield,SVP,GeneralCounsel&Secretary
4.TedChristie,EVPandChiefFinancialOfficer(CFO)
5.JohnBendoraitis,SVPandChiefOperatingOfficer(COO)
6.M.LaurieVilla,SVP,HumanResourcesOfficer
7.RockyB.Wiggins,SVP&ChiefInformationOfficer(CIO)
8.EdmundoMiranda,VP&Controller
9.ScottM.Haralson,VP,Fina
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