CASE STUDY :British Airways
Tutorial Question: CASE STUDY :British Airways
Question 1 Vision-culture-image model
Surely at the time of the lunch BA would have said it did everything right after the BA privatized.Its vision was global, its culture was service-oriented and its image as”the world’s favourite airline”was ready for modification to”the undisputed leader in world travel”,which would position BA for global brand extension,Yet ,even though BA had all the pieces of vision ,culture and image in place.its corporate branding program lacked the integration of these elements.
First , BA’s culture did not support its vision.Instead ,employees ,who were being subjected to another round of cost cutting at the time of launching the new brand. Triggered a strike by cabin crew ,who apparently did not agree with the new corporate values . Second , the images key stakeholders associated with BA were not in line with the airline’s new global vision,and employees behavior,which was still firmly rooted in a sense of Britishness and stakeholder images.Finally, BA experienced a rift between its culture and image symbolized by the re-positioning of its global ambition and the look of its planes and its service.
Question 2
In order to avoid this and to essentially better align its vision ,culture and image, senior management can do following actions:
On the one hand , senior manager should integrate the organization behind the corporate brand .Gaps between vision ,culture and images the size of those found at BA suggest the presence of organizational walls between HRM,marketing and communication that we believe will have to be removed or reduced in order for BA’s corporate brand to be supported internally.
On the another hand , Assess the relationship between vision, culture and images.The BA case shows how dangerous it is to develop vision ,culture and images in isolation from each other .therefore , as senior manager , they should begining the process of corporate branding with an honest
Question 1 Vision-culture-image model
Surely at the time of the lunch BA would have said it did everything right after the BA privatized.Its vision was global, its culture was service-oriented and its image as”the world’s favourite airline”was ready for modification to”the undisputed leader in world travel”,which would position BA for global brand extension,Yet ,even though BA had all the pieces of vision ,culture and image in place.its corporate branding program lacked the integration of these elements.
First , BA’s culture did not support its vision.Instead ,employees ,who were being subjected to another round of cost cutting at the time of launching the new brand. Triggered a strike by cabin crew ,who apparently did not agree with the new corporate values . Second , the images key stakeholders associated with BA were not in line with the airline’s new global vision,and employees behavior,which was still firmly rooted in a sense of Britishness and stakeholder images.Finally, BA experienced a rift between its culture and image symbolized by the re-positioning of its global ambition and the look of its planes and its service.
Question 2
In order to avoid this and to essentially better align its vision ,culture and image, senior management can do following actions:
On the one hand , senior manager should integrate the organization behind the corporate brand .Gaps between vision ,culture and images the size of those found at BA suggest the presence of organizational walls between HRM,marketing and communication that we believe will have to be removed or reduced in order for BA’s corporate brand to be supported internally.
On the another hand , Assess the relationship between vision, culture and images.The BA case shows how dangerous it is to develop vision ,culture and images in isolation from each other .therefore , as senior manager , they should begining the process of corporate branding with an honest