Lufthansa's situation in the context of a single European market and the changes in the global air transportation industry is described. Lufthansa must compete with European airlines, American carriers, and Asiatic air companies whose cost structures are extremely favorable. Business and private travelers have become more and more sensitive to prices, customer faithfulness is disappearing, infrastructure capacities are too limited and expensive, and high speed trains are gaining market shares. The growth strategy of Lufthansa is based on the following: its well known strength; strategic alliances with Scandinavian Airlines, Swissair, and Austrian Airlines; and selective participation in key markets. The introduction of a profit center organization and the splitting of the global company into more flexible structures are assumed to make Lufthansa a competitive airline.
Lufthansa VOR Dem Binnenmarkt (Lufthansa Facing the Single European Market)
1992
15 pages
Report
No indication
English
Online Contents | 2012
Online Contents | 2012
Lufthansa und Osteuropa (Lufthansa and Europe)
NTIS | 1992
|SLUB | 2000
|Online Contents | 2010
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