戴维 战略管理第17版全套英文教辅案例davidsm17caseim16.docx

戴维 战略管理第17版全套英文教辅案例davidsm17caseim16.docx

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戴维战略管理第17版全套英文教辅案例davidsm17caseim16

Case16–SpiritAirlines,Inc.（SAVE）–2018–Teachers’NotebyForestR.David

CaseAbstract

HeadquarteredinMiramar,Florida,SpiritAirlinescompetesintheUltraLowCostCarrier（ULCC）airlineindustryintheUSA,theCaribbean,andLatinAmerica.Spiritofferssomeofthelowestfaresintheindustry,usuallyupto$100lessthancompetitorsandsometimesascheapas$9+taxesandfees.Thecompanymarketsitselfasanunbundledairlineserviceprovider,meaningyouonlypayforitemsyoudesireincludingwater,drinks,andbags.Spirit’smarketingpitchiswhypayforbundledservicesthatultimatelypayforsomeoneelse’s“free”bagor“free”Coke?

Asaresult,Spiritmainlytargetscustomerswhoarepayingfortheirowntravelratherthanbusinessclasscustomers.Spiritchargespassengersfeesupto$45forcarryonandcheckedbags.Spirithasafeeof$5topassengerswhohavetheirboardingpassesprintedbythecheck-inagent.AsofDecember2017,Spiritcharged$30extraforbags41to50pounds,and$100forbagsbetween71and100pounds.Despitethefees,Spirithastensofthousandsofloyalcustomersduetotheirlowpricedtickets.

Spiritcurrentlyhasover420flightsadayandserves59airportswithfourfocusedairportsconsistingofChicago,DallasFt.Worth,Detroit,andLasVegas.OtherSpirithubsareFt.Lauderdale,MyrtleBeach,andAtlanticCity.Asofyear-end2016,Spirithadafleetof95Airbusaircraftofwhich36areownedandtheremainingleased;thecompanyhasover5,742full-timeemployees,butisrapidlyaddingflights,planes,employees,andcustomers.TheSpiritplanistogrowrapidly,operate158aircraftby2021,andincreaseitsUSmarketsharefrom2to4percent.SpiritservesNorthandSouthAmerica,CentralAmerica,andtheCaribbean.

VisionStatementAnalysis

Effectivevisionstatementsexhibitfivecharacteristicsthatcanbeusedasguidelinesforwritingorevaluatingvisionstatements.Anyvisionstatementthatscoresa5outof5onthesecharacteristicsisexemplary.InChapter2,thisvisionstatementassessmenttechniqueisreferredtoas“The5outof5Test.”

1.Clear:

revealstypeofindustryandwhatfirmstrivestobecome

2.Futuristic:

revealswhatthefirmstrivestobecomeoraccomplishwithin5years

3.Concise:

onesentenceinlength

4.Unique:

revealsthefirm’scompetitiveadvantage

5.Inspiring:

motivatesreaderstosupportthefirm

Spiritnolongerprovidesawrittenvisionstatementonitswebsite.However,formerpresidentandCEO,BenBaldanza,says:

“Ourvisionistomakesurethecustomerwhocan’taffordtopaycurrentairlinepriceshasanoptiontostilltravel.”TheformerCEOgoesontosaythat“Wheneverweaddanewmarketoranewservice,wealwaystrytopricethatmarketatlowerthantheprevailingfaresinthatmarkettobringbacksomepeoplewho’vebeenpricedout.”

AproposedvisionstatementforSpiritAirlinesisasfollows:

“WestrivetocontinueastheultralowcostairlineoftheAmericas,alwaysofferinglowerthanprevailingairfaresinordertomakeairtravelsafeandaffordableforthemasses.”

MissionStatementAnalysis

The10desiredcharacteristicsofaneffectivemissionstatementareasfollows:

1.Broadinscope;doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives

2.Concise;fewerthanonehundredwordsinlength

3.Inspiring

4.Identifiestheutilityofafirm’sproducts

5.Revealsthatthefirmissociallyresponsible

6.Revealsthatthefirmisenvironmentallyresponsible

7.Includesninecomponents:

customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees

8.Reconciliatory;resolvesdivergentviewsamongstakeholders

9.Enduringbutnevercastinstone

10.Attractscustomers;iswrittenfromacustomerperspective

The9desiredcomponentsofaneffectivemissionstatementareasfollows:

1.Customers—Whoarethefirm’spresentandpotentialcustomers?

2.Productsorservices—Whatarethefirm’smajorproductsorservices?

3.Markets—Geographically,wheredoesthefirmcompete?

4.Technology—Isthefirmtechnologicallycurrent?

5.Concernforsurvival,growth,andprofitability—Isthefirmcommittedtogrowthandfinancialsoundness?

6.Philosophy—Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?

7.Distinctivecompetence—Whatisthefirm’smajorcompetitiveadvantage?

8.Concernforpublicimage—Isthefirmresponsivetosocial,community,andenvironmentalconcerns?

9.Concernforemployees—Areemployeesavaluableassetofthefirm?

Spiritdoesnothaveapublishedmissionstatementbuttheircompanysloganisasfollows:

“TheUltraLowCostAirlinefortheAmericas.”

AproposedmissionstatementforSpiritAirlinesthatincludestheninecomponentsandmeetsthetencharacteristics,inlessthan100words,isgivenbelow:

Westrivetobetheleadingultra-low-fareaircarrier（2,7）byprovidingcustomerswithaffordableairtravelacrosstheUnitedStates,LatinAmerica,andtheCaribbean（1,3）.Weofferanexemplarywebsiteandmobileapplications（4）aspartofourprofitablegrowth（5）.Webelieveinfulltransparencyandreliablefriendlycustomerservice（6）,anchoredbythebestpilotsandthefriendliest,besttrainedflightattendantsandgroundpersonnelintheindustry（9）.Westrivetoearntherespectofallcommunitiesweserve（8）.（78words）

ExternalFactorEvaluation（EFE）Matrix

CompetitiveProfileMatrix

FinancialRatioAnalysis

InternalFactorEvaluation（IFE）Matrix

Strength-Weakness-Opportunity-Threat（SWOT）Matrix

SOStrategies

1.Increaseadvertisingofthe$9fareby$100million（S1,S2,S4,S10,O1,O2）.

2.FormanalliancewithAllegiantAir（S2,O4）.

3.Purchase3additionalA320aircraftfor$105millioneach（S1,S7,S8,O1,O6）.

4.Continuetochargeextraforsnacksanddrinks（S4,S5,O5,O9）.

STStrategies

1.Increaseadvertisingtargetingthehigherpriceschargedbylegacycarriers（S1,S2,S4,S10,T1）.

2.Add5newinternationalmarketsinLatinAmerica（S1,S7,T7,T9）.

3.Purchase3additionalA320aircraftfor$105millioneach（S1,S7,S8,T4,T9）.

4.Offerthe$9fareon3%moreflights（S10,T3,T10）.

WOStrategies

1.FormalliancewithAllegiantAir（W1,O4）.

2.Increaseadvertisingtargetingbudget-mindedcustomersfrom0.5%ofrevenuesto1%ofrevenues（W6,O1,O2,O4）.

3.Developadivisionalorganizationalstructurewithanewvisionandmissionstatement（W8,W10,O4）.

4.Add5newinternationalmarketsinLatinAmerica（W7,O6）.

WTStrategies

1.Renegotiatecontractswithpilotsevery2years（W4,W5,T6）.

2.ReducetherelianceonFortLauderdaleairportfrom54%ofallflightsleavingto50%（W7,T1,T7,T8）.

3.PurchaseJetBluetoobtainmoreroutesandeliminateacompetitor（W1,W2,W7,T1,T8）.

4.Hire2womenintouppermanagement（W8,T6）.

StrategicPositionandActionEvaluation（SPACE）Analysis

BostonConsultingGroup（BCG）MatrixAnalysis

Internal-External（IE）MatrixAnalysis

GrandStrategyMatrixAnalysis

QuantitativeStrategicPlanningMatrix（QSPM）Analysis

1.Increaseadvertisingby$100million.

2.Purchase3additionalA320aircraft.

RecommendationswithAssociatedCosts

1.Increaseadvertisingofthe$9fareby$100million.

2.FormanalliancewithAllegiantAir.

3.Purchase3additionalA320aircraftfor$105millioneach.

4.Continuetochargeextraforsnacksanddrinks.

5.Add5newinternationalmarketsinLatinAmericaat$5millionpermarket.

6.Developadivisionalorganizationalstructurewithanewvisionandmissionstatementfor$500,000.

7.Hire2womenintouppermanagementat$300,000peryear.

TotalCostsRounded:

$500million

OrganizationalChartAnalysis

Chapter7presents15guidelinesfordevelopinganeffectiveorganizationalchart,asfollows:

1.Insteadofchairmanoftheboard,makeitchairpersonoftheboard.

2.Makesuretheboardofdirectorsrevealsdiversityinrace,ethnicity,gender,andage.

3.MakesurethechairoftheboardisnotalsotheCEOorpresidentofthecompany.

4.MakesuretheCEOofthefirmdoesnotalsocarrythetitlepresident.

5.Reservethetitlepresidentforthedivisionheadsofthefirm.

6.IncludeaCOOifdivisionsarelargeorgeographicallydispersed.

7.MakesureonlypresidentsofdivisionsreporttotheCOO.

8.MakesurefunctionalexecutivessuchasCFO,CIO,CMO,CSO,R&D,CLO,CTO,andHRMreporttotheCEO,nottheCOO.

9.Makesureeveryexecutivehasoneboss,solinesinthechartshouldbedrawnaccordingly,assuringunityofcommand.

10.Makesurespanofcontrolisreasonable,probablynomorethan10personsreportingtoanyotherperson.

11.Makesurediversityinrace,ethnicity,gender,andageiswellrepresentedamongcorporateexecutives.

12.Avoidafunctionaltypestructureforallbutthesmallestfirms.

13.Decentralize,usingsomeformofdivisionalstructure,wheneverpossible.

14.UseanSBUtypestructureforlargefirmswithmorethan10divisions.

15.Makesureexecutivetitlesmatchproductnamesasbestpossibleindivision-by-productandSBU-designatedfirms.

EXHIBIT1-Spirit’sTopExecutivesandOrganizationalChart

1.RobertFornaro,President,ChiefExecutiveOfficer（CEO）

2.EdmundoMiranda,VP,ControllerandPrincipalAccountingOfficer

3.ThomasCanfield,SVP,GeneralCounsel&Secretary

4.TedChristie,EVPandChiefFinancialOfficer（CFO）

5.JohnBendoraitis,SVPandChiefOperatingOfficer（COO）

6.M.LaurieVilla,SVP,HumanResourcesOfficer

7.RockyB.Wiggins,SVP&ChiefInformationOfficer（CIO）

8.EdmundoMiranda,VP&Controller

9.ScottM.Haralson,VP,Fina