Str 581 Week 4
Alaskan Airlines – Strategic Choice and Evaluation
Recognizing an organization’s alternatives for growth is an important process for companies. By evaluating and selecting the competitive advantages within a market a company can distinguish themselves from their competition. For an organization the “grand strategies indicate the time period over which long-range objectives are to be achieved. Thus, a grand strategy can be defined as a comprehensive general approach that guides a firm’s major actions” (Pearce & Robinson, 2011). Alaskan Airlines is a company that is known for their innovations and leadership within in the aviation industry. Alaskan Airlines is easily identifiable because of the smiling Eskimo on the tail of their aircraft. Their leadership and innovations in technology have seen them be the first to sell tickets online and allow customers to check-in and print boarding passes via the Internet. Alaskan Airlines has also innovated technologies to allow for safer air travels in inclement weather conditions. In the aviation market, Alaskan Airlines must focus on how to maintain their status as the air carrier with the next generation technology and low cost airfares. As air carriers compete for the consumer dollar Alaskan Airlines must strategically execute growth strategies.
Generic Strategy Alaskan Airlines is known for its high standard of customer service and industry innovation. The company sustains market leadership by leveraging generic strategy. Alaskan Airlines managed the generic strategy in all the three areas, which includes: 1. Low-cost Leadership – Alaska Airlines must be able to offer low-cost through low overhead and high productivity to compete with low-fare competitors. This will enable the company to offer an exceptional quality service at competitive prices compared to the competitors. 2. Differentiation – Alaskan Airlines has remained a leader in the customer service industry by revolutionizing
Recognizing an organization’s alternatives for growth is an important process for companies. By evaluating and selecting the competitive advantages within a market a company can distinguish themselves from their competition. For an organization the “grand strategies indicate the time period over which long-range objectives are to be achieved. Thus, a grand strategy can be defined as a comprehensive general approach that guides a firm’s major actions” (Pearce & Robinson, 2011). Alaskan Airlines is a company that is known for their innovations and leadership within in the aviation industry. Alaskan Airlines is easily identifiable because of the smiling Eskimo on the tail of their aircraft. Their leadership and innovations in technology have seen them be the first to sell tickets online and allow customers to check-in and print boarding passes via the Internet. Alaskan Airlines has also innovated technologies to allow for safer air travels in inclement weather conditions. In the aviation market, Alaskan Airlines must focus on how to maintain their status as the air carrier with the next generation technology and low cost airfares. As air carriers compete for the consumer dollar Alaskan Airlines must strategically execute growth strategies.
Generic Strategy Alaskan Airlines is known for its high standard of customer service and industry innovation. The company sustains market leadership by leveraging generic strategy. Alaskan Airlines managed the generic strategy in all the three areas, which includes: 1. Low-cost Leadership – Alaska Airlines must be able to offer low-cost through low overhead and high productivity to compete with low-fare competitors. This will enable the company to offer an exceptional quality service at competitive prices compared to the competitors. 2. Differentiation – Alaskan Airlines has remained a leader in the customer service industry by revolutionizing
References: Lynds, J. (2012, Jun 15). Alaskan Airline debuts services in Presque Isle. Bangor Daily News. Retrieved from http://search.proquest.com/docview/1020684161?accountid=35812 Pearce, J. A., II, Robinson, R. B. (2011). Strategic Management: Formulation, Implementation, and Control (12th ed.). Boston, MA: McGraw-Hill/Irwin.