airline swot analysis 2

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  • Overview

    Create a SWOT analysis of a selected airline and 4–6 pages detailing your analysis.Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence.SHOW LESSCompleting a SWOT analysis for an organization can assist you with both strategic planning and decision making.By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

    • Competency 1: Analyze strategic issues to guide overall business decision making.
      • Analyze a selected organization using the SWOT method.
    • Competency 2: Integrate findings of strategic, environmental, and core business function analysis to provide input to decision making and planning.
      • Analyze interrelationships among internal business functional areas and external constraints and opportunities.
      • Analyze the implications of internal and external factors on business strategy.
    • Competency 3: Formulate business decisions for immediate actions based on integrated analysis.
      • Recommend solutions to address organizational weaknesses identified in a SWOT analysis.
    • Competency 5: Communicate in a manner that is professional and consistent with expectations for members of the business professions.
      • Communicate in a manner that is professional and consistent with expectations for members of the business profession.
    Competency Map

    CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course.

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    Context

    Various MBA skills include analysis and decision making. These real-world skills apply to all types of businesses. In the airline industry, some interesting nuances include its highly competitive nature, as well as compelling marketing and regulation considerations. Additionally, many internal and external influences impact airline planning, operations, and performance.A strengths, weaknesses, opportunities, and threats (SWOT) analysis assists in identifying the positives and negatives (strengths and weaknesses) inside an organization, as well as the opportunities and threats that exist in the external environment (outside an organization).

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    Questions to Consider

    To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

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    Resources

    Suggested Resources

    The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

    Capella Resources

    Click the links provided to view the following resource:

    SHOW LESS

    Library Resources

    The following e-books or articles from the Capella University Library are linked directly in this course:

    Course Library Guide

    A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MBA-FP6028 – Business Integration Skills Library Guide to help direct your research.

    Internet Resources

    Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

    Also, consider airline company profiles like this one:

  • Assessment Instructions

    Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence.

    Preparation

    Use the Internet and Capella University Library to research an airline currently in business to use as the basis for this assessment. You will need to incorporate a minimum of four resources to support the points in your 4–6-page analysis described below.

    Deliverables

    Complete the following:

    1. Conduct a SWOT analysis on your chosen airline.
      • Consider using the SWOT Analysis Template document, linked in the Suggested Resources, or a similar format of your choice for this assessment. Examples of criteria for the SWOT analysis are provided in the tables below.
    2. Write a 4–6-page analysis of the airline’s internal and external environments, as well as the interrelationships among its internal businesses. Include the following subheadings and content:
      • Introduction: Provide an overview of your chosen airline and its place in the industry.
        • Include background information on what business strategies the airline is using and where it fits in the industry.
      • Internal Environment: Using your SWOT analysis, analyze the airline’s internal environment for the conditions and factors that influence its activities and choices, including its business strategies. The internal environment includes:
        • Human resources—staff, volunteers, board members, target population.
        • Physical resources—location, building, equipment, funding for resources (grants, funding agencies, other sources of income).
        • Activities and processes—programs run, systems employed.
        • Past experiences—building blocks for learning and success, reputation in the community.
      • External Environment: Analyze the selected organization’s external environment for the conditions and factors surrounding it that influence its activities and choices, including its business strategies. External forces the organization does not control include the following:
        • Future trends—in the field or the culture.
        • Economy—local, national, and international.
        • Funding sources—foundations, donors, legislatures.
        • Demographics—changes in the age, race, gender, culture of those served by the organization.
        • Physical environment.
        • Legislation.
        • Local, national, and international events.
      • Interrelationships: Analyze the interrelationships among internal business functional areas and external constraints and opportunities.
      • Conclusion: Describe the key issues you believe should be addressed to make effective decisions and business plans, and provide your recommendations or suggestions for handling these issues.
    Internal Environment Criteria Examples
    Criteria Examples Strengths Weaknesses Criteria Examples
    • Capabilities.
    • Competitive advantages.
    • Customers.
    • Suppliers.
    • Financial strength.
    • Physical facilities and equipment.
    • Resources, assets, people, employees.
    • Experience, knowledge, data.
    • Marketing—reach, distribution, awareness.
    • Innovative aspects.
    • Location and geographical.
    • Price, value, quality.
    • Licensing.
    • Gaps in capabilities.
    • Lack of competitive strength.
    • Reputation, presence, and reach.
    • Financials.
    • Known vulnerabilities.
    • Pressures.
    • Cash flow.
    • Continuity.
    • Morale, commitment, leadership.
    • Licensing.
    External Environment Criteria Examples
    Criteria Examples Opportunities Threats Criteria Examples
    • Social forces, lifestyle trends.
    • Consumer desires and values.
    • Political impact.
    • Legal and governmental issues.
    • Economic factors.
    • Environmental issues.
    • Technology development and innovation.
    • Competitors.
    • Industry trends.
    • Global influences.
    • Geographical.
    • Business and product development.
    • Political effects.
    • Legislative effects.
    • Environmental effects.
    • Technology development and innovation.
    • Competitors.
    • Market demand.
    • Economic factors.
    • Global influences.

    Additional Requirements

    • Written communication: Written communication is free of errors that detract from the overall message.
    • APA formatting: Resources and citations are formatted according to current APA style and formatting.
    • Number of resources: A minimum of four resources.
    • Length: 4–6 typed, double-spaced pages.
    • Font and font size: Times New Roman, 12-point.

    Print

    Airline SWOT Analysis Scoring Guide

    CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
    Analyze a selected organization using the SWOT method. Does not identify appropriate criteria for a SWOT analysis. Identifies appropriate criteria for a SWOT analysis. Analyzes a selected organization using the SWOT method. Evaluates SWOT analysis criteria for a selected organization.
    Analyze the implications of internal and external factors on business strategy. Does not identify the implications of internal and external factors on business strategy. Identifies the implications of internal and external factors on business strategy. Analyzes the implications of internal and external factors on business strategy. Evaluates the implications of internal and external factors on business strategy.
    Analyze interrelationships among internal business functional areas and external constraints and opportunities. Does not identify interrelationships among internal business functional areas and external constraints and opportunities. Identifies interrelationships among internal business functional areas and external constraints and opportunities. Analyzes interrelationships among internal business functional areas and external constraints and opportunities. Evaluates interrelationships among internal business functional areas and external constraints and opportunities.
    Recommend solutions to address organizational weaknesses identified in a SWOT analysis. Does not recommend solutions to address organizational weaknesses identified in a SWOT analysis. Recommends solutions that do little to address organizational weaknesses identified in a SWOT analysis. Recommends solutions to address organizational weaknesses identified in a SWOT analysis. Recommends solutions to address organizational weaknesses identified in a SWOT analysis, including a discussion of how they support the SWOT analysis.
    Communicate in a manner that is professional and consistent with expectations for members of the business professions. Communicates in a manner that is not professional or consistent with expectations for members of the business professions. Communicates in a manner that is inconsistent with expectations for members of the business professions. Communicates in a manner that is professional and consistent with expectations for members of the business professions. Communicates in a manner that is professional, scholarly, and consistent with expectations for members of the business professions.

 
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