In the airline industry, the formation of highly integrated strategic alliances started during the 1990’s. Thereby, Star Alliance became the first global player when passenger airlines faced deregulation, and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later, namely in the beginning of 2000. As a result of the increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. In the dawn of the new century, these alliances should lay the cornerstone for the achievement of a long term success through synergy effects, and higher competitiveness in terms of the individual and the group. A decade later, WOW and SkyTeam Cargo have evolved in different directions but, not all members or ex-members are pleased about the results. Strategic alliances in air transport have been studied widely but, most of the recent publications only cover the passenger side in this business. There are a lot of information and statements about the benefits that alliances can bring to ist members. But, the review of the literature shows that research is very sparse when it comes down to the evaluation of the actual impact of alliance integration on air cargo carriers’ standing. The objective of this book is to analyze and interpret the impact of a strategic alliance on cargo airlines’ revenue-tonne-kilometres key figures (provided by Airline Business 1998-2010), and market share developments. The author’s aim is on the one hand, to answer the question if air cargo operators did profit from alliance integration, and on the other hand, to give the reasons for this development. Besides, the book gives an overview about the market’s environment, the characteristics of air freight, and the history of WOW and SkyTeam Cargo. Further, the additional questions are discussed in detail: • How did carriers react to the challenges and opportunities in the market? • What are the main benefits or disadvantages for alliance members? • What major challenges do (prospective) members face in an alliance? • What are the core arrangements and prerequisites for alliance integration? • Is there a common success, are there stability factors and why do alliances fail? • What alternatives are there to alliance formation

Bachelor Thesis from the year 2012 in the subject Business economics - Supply, Production, Logistics, grade: 1,0, Vienna University of Economics and Business, course: Transportwirtschaft und Logistik, language: English, comment: The thesis analyzes and interprets the impact of a strategic alliance on cargo airlines' key figures (provided by Airline Business 1998-2010) and market share developments. Did air cargo operators profit from alliance integration? Can alliances create value for their respective members by increasing their market share? What is the shape of strategic alliances in air freight? What are the main benefits and disadvantages? What major challenges do members face? Are there common success and stability factors and why do alliances fail? What alternatives are there to alliance formation?, abstract: The formation of highly integrated strategic alliances in the airline industry started during the1990's with Star Alliance as the first global player, as passenger airlines faced deregulation and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later at the beginning of 2000. As a result of this increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. Beginning at the dawn of the new century, these alliances should mark a cornerstone that enables long term success and survival through synergy effects and higher competitiveness individually and as a group. Now, a decade later, WOW and SkyTeam Cargo have evolved, but in different directions and not all members or ex-members are content with the results. Strategic alliances in air transport have been studied widely in recent publications, most of which just cover the passenger side of the business. There is a lot of information, statements and common knowledge about what benefits alliances can bring to its members, but a literature review leads to the fact that research is very sparse whe

In the airline industry, the formation of highly integrated strategic alliances started during the 1990’s. Thereby, Star Alliance became the first global player when passenger airlines faced deregulation, and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later, namely in the beginning of 2000. As a result of the increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. In the dawn of the new century, these alliances should lay the cornerstone for the achievement of a long term success through synergy effects, and higher competitiveness in terms of the individual and the group. A decade later, WOW and SkyTeam Cargo have evolved in different directions but, not all members or ex-members are pleased about the results. Strategic alliances in air transport have been studied widely but, most of the recent publications only cover the passenger side in this business. There are a lot of information and statements about the benefits that alliances can bring to ist members. But, the review of the literature shows that research is very sparse when it comes down to the evaluation of the actual impact of alliance integration on air cargo carriers’ standing. The objective of this book is to analyze and interpret the impact of a strategic alliance on cargo airlines’ revenue-tonne-kilometres key figures (provided by Airline Business 1998-2010), and market share developments. The author’s aim is on the one hand, to answer the question if air cargo operators did profit from alliance integration, and on the other hand, to give the reasons for this development. Besides, the book gives an overview about the market’s environment, the characteristics of air freight, and the history of WOW and SkyTeam Cargo. Further, the additional questions are discussed in detail: • How did carriers react to the challenges and opportunities in the market? • What are the main benefits or disadvantages for alliance members? • What major challenges do (prospective) members face in an alliance? • What are the core arrangements and prerequisites for alliance integration? • Is there a common success, are there stability factors and why do alliances fail? • What alternatives are there to alliance formation

"This paper began with a brief history of the development of the airplane and the airline industry in the United States and Europe. Use of aircraft for mail delivery and passenger travel was discussed as well as political environments and stages of development which led to the emergence of airlines themselves. As airlines developed and international travel became common, international political considerations of this activity were examined. This activity impacted the development of use of strategic alliances in the airline industry. Market-based economics were discussed, and the permitted level of cooperative effort among the airlines was examined from a historical and current point of view. To determine the impact of strategic alliances in the air transport industry, a detailed examination of the structure and operational aspects of two member airlines in a newly formed alliance was conducted using historical and current information from industry sources in English and French. Each member airline, Delta Air Lines, and Air France, was examined with comparative reasoning in order to evaluate their operations in a standardized fashion. The analysis chapter, an evaluation of the effectiveness of the strategic alliances the member airlines had formed, was conducted using objective, industry-wide criteria. This analysis led to a conclusion that strategic alliances in the air transport industry are beneficial and essential to provide an Anywhere to Everywhere service to customers."--Abstract

Air cargo is a key element of the global supply chain. It allows outsourcing of manufacturing to other countries and links production in both multinational and smaller enterprises. It has also been the most important driver of certain export industries in countries such as South Africa, Kenya and Chile. As a component of the air transport industry, air cargo makes the crucial difference between profit and loss on many long-haul routes. This second edition of Moving Boxes by Air offers a comprehensive and up-to-date guide to the business and practices of air cargo, with chapters dedicated to key issues such as current trends, market characteristics, regulation, airport terminal operations, pricing and revenues, and environmental impacts. The book illustrates the recent emphasis on mergers at the expense of alliances, which have not had the impact that they had on passenger operations. The section on security has been expanded to assess in more depth the threats to aircraft from terrorists, particularly in the lower cargo and passenger baggage compartments. Surcharges are examined and the book considers whether all airlines will follow the lead of some to do away with both fuel and security surcharges. The book concludes with a summary of the latest industry forecasts. Fully updated throughout, this edition is the definitive guide to air cargo for professionals within both the aviation and freight industries.

In recent years, the European air transport industry has seen a number of important changes, with more on the horizon. This comprehensive work presents a multi-faceted analysis of the air industry in Europe, how it has developed in recent years, and how it is set to develop further into the future.

Bachelor Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1,9, European Business School - International University Schloß Reichartshausen Oestrich-Winkel (Chair of Strategic Aviation Management), course: Bacheloarbeit, language: English, abstract: “Companies are just beginning to learn what nations have always known: in a complex, uncertain world filled with dangerous opponents, it is best not to go it alone” (Ohmae, 1989, p. 143). This statement emphasises the significant developments in firms’ corporate strategy in the 1980s. As a response to the rise of globalisation, and thus, increased competition, companies throughout the world started collaborating with partners with interfirm cooperation. Their cooperative practices, though, were not equally relevant in all branches, but concentrated mainly on industries that were affected most by the in-creasing environmental dynamic and complexity. Therefore, firms in various industries, such as the automotive or telecommunication industry, established alliances with their competitors in order to stay competitive and to jointly expand into world markets. However, the aviation industry, in particular, has experienced downright alliance frenzy since that time. With the gradual liberalisation of international air transport, collabora-tions between carriers have steadily gained importance. Therefore, airline alliances have developed from purely horizontal links into more complex and integrated strategic alliances. These strategic alliances have been established mainly to bypass existing regula-tory restrictions and to adapt to customers' altered preferences by extending the airlines’ networks. However, with the incidents that occurred during the first years of the 21st century, such as the terrorist acts of 9/11, partner airlines were forced to react to the changed external conditions. This development highlights the high dependence of air-lines and their strategic behaviour on the external environment. Therefore, this thesis aims to analyse the external conditions that persuaded the airlines to align in complex strategic alliances, and how these factors influenced their objectives. Furthermore, the thesis reveals the extent to which the changes in the external environ-ment have induced a reorientation in the airlines’ alliance strategy.