Raynes Christopher, Tsui Kan Wai Hong
School of Aviation, Massey University, Palmerston North, New Zealand.
Case Stud Transp Policy. 2019 Mar;7(1):150-165. doi: 10.1016/j.cstp.2018.12.008. Epub 2018 Dec 18.
The growth of the aviation industry has seen a rapid increase in low-cost carriers (LCCs) commencing operations, threatening the sustainability of a number of legacy airlines. The response to this challenge and threat has been for legacy airlines to create an airline-within-airline (AWA). This study reviews prior literature regarding the hotel industry and multi-brand strategy, and also uses case studies to examine the evolution of the AWA strategy at the Singapore Airlines Group and the Qantas Group between 2000 and 2016 in order to identify why these airlines operate AWAs successfully. High levels of autonomy, clear strategies, complimentary route networks, appropriate resources and minimal cannibalisation are identified as the primary attributes required for a successful AWA operation. Legacy airlines whose AWA strategy failed in the past often did not operate with all these essential attributes, which resulted in their AWAs undermining and competing directly with their own operations.
随着航空业的发展，低成本航空公司（LCCs）开始运营的数量迅速增加，这对一些传统航空公司的可持续性构成了威胁。针对这一挑战和威胁，传统航空公司的应对措施是创建“航空公司中的航空公司”（AWA）。本研究回顾了先前关于酒店业和多品牌战略的文献，并通过案例研究考察了新加坡航空集团和澳航集团在2000年至2016年间AWA战略的演变，以确定这些航空公司成功运营AWA的原因。高度的自主性、明确的战略、互补的航线网络、适当的资源以及最小化的自相蚕食被确定为成功运营AWA所需的主要属性。过去AWA战略失败的传统航空公司往往没有具备所有这些基本属性，这导致它们的AWA削弱并直接与其自身业务竞争。
