BTM6GSM Global Strategic Management Case Study

Introduction - BTM6GSM Global Strategic Management Case Study

Global strategic management refers to the implication of strategic procedure within global markets by multinational enterprises (Lasserre and Monteiro, 2023). The major aim of the case study is to evaluate the British airways global strategic management in the airline and tourism industry (British Airways, 2025). Strategy is an effective and long-term plan for the designed action to major goal. Within the business, this involves the decision making, competitive positioning and resource allocation to makes sure about the profitability and sustainable growth. Global strategy is approach of organisation to operating and expanding within the different international market. This includes standardising services and products, developing economic scales and optimising the international supply can to boost the competitive benefit.

The Global corporate strategy refers to the ways in which different multinational organisation coordinates the strategies of market entry, subsidiaries and business operations within the various regions (Global Strategy, 2025). This emphasises on the synergies between the units of business, managed among the global standardization and local responsiveness and integration cross border. The Global strategic management is about the evaluation, implementation and formulation of the strategies within the business on the scale of global. This assures the objectives, mission and vision of organisation, lines up with the cultural variations, regulatory frameworks and market condition within the various regions.

British Airways has been founded within the year 1974, this airline flag carrier of the UK; this is also one of the leading international airlines. This operates within the international and domestic flights and subsidiary of the IAG (International Airlines group) within the six continents (British Airways, 2025). The organisation headquartered within the London, this is particularly known for the global, innovation and premium services. The organisation has fleet more than 250 aircraft and also offers services within the more than 180 destinations. BA has played a key role within the hospitality and tourism sector of UK; this is contributing to the global connectivity, economic growth and passenger mobility. The case study will shed light on values, culture, mission and vision of the organisation. Moreover, it will focus on understanding of the NCG Matrix within the organisation.

Chapter 2: Strategy, global strategy and concept of the strategic management

Discussing the organisation’s values, culture, mission and vision

Vision: BAs envisions is one of the consumer centric airlines, managing the innovation, sustainability, effective operations, while seamless experiences. The airline focuses on the development of global presence via the consumer service excellence and technological developments.

Mission: The British Airway’s mission is to connect the culture and people within the globe via offering seamless travel experiences (British Airways Mission, Vision & Values, 2025). This is a part of (IAG) International airlines Group, the organisation emphasises on the offering value to the shareholders, employees and consumers, while focusing on the profitability, environmental sustainability and safety.

• Culture and values: BA has the effective corporate culture which focuses on:
• Operational excellence: managing the reliability, effectiveness an punctuality across the international operations.
• Sustainability and innovation: Effectively investing within the sustainable aviation and new technologies fuels to decrease the carbon emissions.
• Inclusion and diversity: Developing the culture of workplace which values the different perspectives.
• Security and safety: committing to the effective standards of safety within the different operations.
• Consumer focus: Assuring the consumer satisfaction and services with the high quality.

Demonstrating an understanding of the global strategic management in the British Airways

The global strategic management includes the evaluating, implementing and planning the business strategies which can sustain the profitability based on the long term, competitive benefits and optimise the global operation (Lasserre and Monteiro, 2022). For the Bam the international strategic management emphasise on developing the presence of global market while managing the cost effectiveness. By maintaining the economic fluctuations, competition and international regulation are important. Through, adoption the strategies of the sustainable aviation to effectively comply with the international environmental policies are important.

Global strategic approach of British airways: The organisation employs the strategy of transnational strategy, managing the local adaption with the global standardisations. The key factors of the strategy are collaborating with the different airlines for the shared services and expanded routes. This is emphasising on the developing markets like as Latin America, Middle East and Asia. This is investing within the technologies of self services, data and AI analytics to boost the consumer experiences. It is lining up with the net zero emissions objective of IATA by the 2050 via the sustainable adoption of aviation fuel ad fleet modernisation.

Mentioning organisation strategic positioning and options

BA positions as seamless and premium global airline which manage the operational effectiveness, affordability and luxury services. This is gained via:

• Differentiation strategy: This is providing the consumer innovative experiences, lounges and premium services to appeal the consumer with the high value.
• Operational effectiveness and cost leadership: Applying measures of cost cutting via the fuel effectiveness, digitalisation and fleet optimisation.
• Global expansion of network: Managing the extensive globe network route, involving the short haul and long-haul flights.
• Strategic options for BA: The organisation have different strategic options to boost the international competitiveness.
• Mergers and alliances: Developing the global airlines partnership to boost the opportunities of cost sharing connectivity.
• Green and sustainable initiatives: Accelerating the sustainable partnership, electric research of aviation, programs of the carbon offset (Singh et al, 2019).
• Service and product differentiation: Innovating within offerings of business class, loyalty programs and experiences in flight to maintain the consumers.
• Market development strategy: Expanding within the novel developing markets along with the developing business and tourism travel demand.

Discussing the strategy and strategic management

The organisation focuses on the strategic management procedure to effectively sustain the international competitiveness.

• Strategic formulation: Enhancing the corporate strategies emphasising on the development of consumer experience, cost effectiveness and market expansion.
• Strategic analysis: Evaluating the economic conditions, rivalry (Emirates and Ryanair) and market trends by making use of the tools such as SWOT and PESTEL analysis.
• Strategic implementation: Effectively executing the strategies boa the investment within the route optimisation, fleet modernisation and digital transformation.

The organisation aims to boost the flight 10% with the SAF via the year 2030. This is expanding within the Chinese and Indian market.

Chapter 3: organisation strategy, corporate strategy, strategic processes, strategic options and strategic decision marketing

Demonstrating on understanding of the nature of organisational strategies

The organisational strategy is about the effective long-term plan which develops by the organisation to gain the objectives while managing the benefits of rivalry. For BA, it includes the lining up with the corporate objectives with the sustainable growth, market positioning and operational effectiveness within the international airline industry.

Corporate strategy: This is a strategic planning with the highest level which effectively defines the organisational direction. This controls the how various units of business integrate and operate to gain the success of long term. The sustainability initiatives to lines with the regulations of the global environment play a key role in strategy. Development of the consumer experience via the digital transformation is a key strategy.

Strategic processes: These are the effective steps which company follow to evaluate, implement and develop the strategy. The strategic process of British airways involves:

Strategic formulation: Effectively setting goals of corporate and defining the direction based on the strategic.

Environmental analysis: Conducting the SWOT and PESTLE analysis to evaluate the conditions of market (Bogers et al, 2019).

Control and evaluation: Measuring the performance by making use of the consumer feedback and KPIs.

Strategic options: These refer to the course of actions alternatives, the organisation might take to gain the goal. The organisation is developing the existing markets via the partnerships and promotions. Effectively streams the novel revenue, like as the digital innovations and premium services. By investing within the programs of carbon offset and eco-friendly aviation fuels.

Strategic decision making: It is procedure of the choosing appropriate strategy related to the business objectives, competitive analysis and market condition. The British Airways creates the effective strategic decisions via making use of the insights driven by data from the trends related to the consumers, managing the service quality and cost effectiveness.

Applying/ Implementing how important these are to the BA

For the BA, the strategic decision making, strategic options, strategic processes and corporate strategy are important within sustain the competitive benefits within international airline industry. The different factors shape market positioning, operational effectiveness long term BA’s version. This is making sure about the adaptability to the different challenges externally like as developing consumer preferences, regulatory changes and economic fluctuations.

Implementation for the British Airway’s corporate strategy: The BA follows the development of the oriented corporate strategy within the IAG (International Airlines group). The strategy emphasises on the developing the international routes, mainly within the developing markets such as Latin America and Asia. British airways aim to gain the net zero emissions through the year 20250 via the investment within the SAF (Sustainable aviation fuel) and fleet modernisation. Effectively it is investing within the premium offerings of travel, services driven by AI and digital transformation.

Application of the strategic processes within the BA: The strategic processes of the BA include the evaluation, implementation and systematic planning. British Airways focuses on the conducting SWOT and PESTEL analyses to evaluate the competition positioning (Emirates and Ryan air) and market trends. Related to the market analysis, the organisation boosts the strategies for the service differentiation, cost control and revenue growth (Boone et al, 2019). The effective airline implements strategies via global partnerships, technological investments and fleet optimisation (Like as Oneworld Alliance). The organisation utilises the KPIS such as operational effectiveness, scores for the consumer’s satisfaction and load factor to manage the strategies and measure the success.

Application of the decision making and strategic options within the British Airways: The organisation assesses the different strategic options, such as applying the streamlined operations, automation and aircraft effective fuel to decrease the costs. By effectively developing the experiences in flight, loyalty programs and luxury services, expanding the programs of the carbon offset and research investment related to the electric aviation.

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Chapter 4: Transitioning of strategic planning, industry interpretation and organisational impact

Demonstrating an understanding of the BCG Matrix applying to organisation

The (BCG) Boston consulting group is effective strategic tool which is utilised to evaluate the business portfolio and product company on the relative share of market and rate of market growth. This classifies units of business within the dogs, question marks, cash cows and stars.

BCG Matrix for British Airways

Category	Applications to the British Airways
Dogs (Low market share and low market growth)	BA has run down the routes of unprofitable and developed older aircraft such as Boeing 747 which can boost effectiveness and cost optimisation.
Question marks (Low market share and high market growth)	Developing market routes such as South America, Africa and India markets have the major potential of growth but need the major investment. The organisation should choose whether to withdraw or expand related to the rivalry positioning (British Airways, 2025).
Cash cows (High market share and Low market growth)	These different routes have the needs with the stability but growth limitation. The organisation generates the profitability and consistent revenue via the operational excellence and cost effectiveness.
Stars (High market share and high market growth)	The different routes like as London to Singapore, Dubai and New York are effectively profitable because of the strong recognition of BA and Travel needs of business within the partnerships, premium services and new aircraft.

Strategic implications: BA needs to effectively invest within the stars via the developing the digital transformation and premium services (Wang et al, 2019). The Cash Cows needs to be managed to generate the revenue steady. The organisation needs to selectively and assess the investment within the question marks for the growth within the future. The dogs needs to be divested which can avoid the operational prices unnecessary.

Explaining Mintzberg’s five Ps of strategy and applying to the tourism organisation

Mintzberg’s five Ps	Application to British Airways
Perspective	Corporate culture of BA focuses on the sustainability, safety and innovation, developing the strategic initiatives like as boost in the digital experience of consumer and investment within the sustainable aircraft.
Position	The organisation manages the brand of premium airline via providing the strategic locations of airport, innovations business class and luxury experiences of travel such as London Heathrow.
Patterns	The organisation has the enhanced premium positioning and service excellence patterns (The Mintzberg 5 Ps of strategy, 2025). The airline ongoing adapts to shifts within demand of market, like as investing within the solutions of consumer service driven by AI.
Ploy	The organisation engages within the different tactical moves like as strategic alliances, services of business class and competitive pricing to outwit rivalry such as Ryan air and Emirates.
Plan	The organisation boosts the strategic plan based on the long term emphasised on the consumer experience, sustainability and market expansion. For instance, the objective of net zero carbon emissions via the 2050 is effectively structured plan.

Discussing challenges or limitations does the organisation face in the strategic planning

Market and economic volatility: changing exchange rates and increase prices of fuel affect the operational prices. The global economic downturns (Like as recession of post pandemic) decrease the need of passenger. The organisation should apply the measures of cost cutting, while managing the quality of services.

Intense industry competition: The different budget airlines such as EasyJet and Ryanair challenge the organisation on the routes based on short haul along with the less fares. The Middle Eastern carriers like as Qatar and Emirates Airways focuses on the luxury markets based on the long haul.

Environmental and regulatory pressures: Development of the government regulations based on the carbon emissions needs the organisation to effectively invest within the solutions with the sustainability. The changes in policy related to the Brexit affect the agreements of the international travel. The compliance with the labour laws and safety standards of aviation includes the complexity to the planning strategically.

Cyber security risks and technological disruptions: The overall industry of airline is undergoing effective digital transformation along with the technology of self service, biometrics and AI. The organisation faces the threats related to the cyber security as this has been seen within the data breach of 2018, impacting the consumer transactions 400,000.

Chapter 5: Impact of industry limitations and potential solutions

Defining organisational resources BA will use in the context of the limitation

• Organisational resources: The organisation resources are about the intangible and tangible assets which organisation utilises to gain the competitive benefits and execute the strategy. The resources are:
• Intellectual resources: The data analytics, patents and brand reputation capabilities.
• Financial resources: Revenue streams, investments and capital.
• Human resources: Management, cabin crew, pilots and skilled employees.
• Physical resources: technology, infrastructure and aircraft assets.

Organisational resources within the strategic planning of BA: The organisation leverages the resources which can sustain the international operations and resolve limitations of industry. The organisation invest within the aircraft fuel effective such as Airbus A350 and Boeing 787 developing environmental concerns and fuel costs. The company functions from the international strategic hubs like as London Heathrow, making sure about the operational effectiveness and global connectivity (Paul and Rosado-Serrano, 2019). The workforce of BA involves the teams of consumer service, engineers, cabin crew and trained pilots. In order to resolve staff shortages and labor strikes, the organisation invests within the management of digital workforce, wages restricting and training of workers.

As an effective part of the IAG (International airlines group), the organisation has the access to the resources of the substantial financial for the technological innovations, sustainability projects and fleet expansion. Apart from the cost pressure and economic downturns, the organisation collaborates with the alliance, restructures the models of pricing and streamlines operations to boost the profitability. The organisation utilises the consumer insight driven by AI and big data analytics to effectively optimise the services, pricing and routes. Investments within the digital and cyber security transformation offer help in developing the experience of passenger and reduce the data breaches.

Defining the organisational culture and impact in the strategic context

Organisational culture: This refers to the shared norms, beliefs and values which shape the organisational strategic direction, decision making and work environment. The effective culture develops the consumer satisfaction, innovation and engagement; the weak culture might lead to conflicts and inefficiency.

Organisational culture of British Airways: The organisation boost the culture based on the consumer centric and high performance develop on commitment to the offering premium experiences in the travel (Sharma et al, 2020). The organisation is investing within the technology to boost the interactions among the consumers. The company is lining up with the objectives related to the global environmental.

Impact of the organisational culture on the strategic planning: An effective culture assures that the workers are lined up with the strategic objectives of BA; this is leading to the consumer satisfaction and higher productivity (Ferreira et al, 2020). At the time of restructuring and staff strikes, the organisation had to effectively adapt the smooth culture to boost the engagement and employee retention. The culture driven by service of BA boosts the positioning as premium brand and consumer loyalty. The organisation investing within the luxury experiences of travel, support driven by AI and consumer training makes sure that the BA be one of the preferred airlines. The culture of BA supports the overall strategic agility, permitting BA to effectively adapt the different crises such as changing travel trend and COVID-19. A efficient emphasise on the digital and sustainability transformation boosts the ability of BA to reduce the technological and environmental challenges.

Chapter 6: Competitive advantage, competitive analyses and their application

Discussing the various strategic opportunities for the organisation

Strategic opportunities: BA has the different strategic opportunities which boost the effective global positioning. This is developing the operations within the South America, Africa and India, in which the demand of air travel is increasing. By collaborating with the different local airlines can establish the effective regional networks. The organisation is investing within the fuel effective and modern aircraft and SAF (Sustainable aviation fuel) to lines up with the international environmental regulations. BA expanding the research of electric aviation and programs of carbon offset to fulfil the target of net zero emission via the 2050 (Collings et al, 2019). Company can boost the consumer experience via the analytics based on the real time data, biometric boarding and chat bots driven by AI. BA expanding the customised travel experiences and solutions related to the digital payment. Expanding the collaboration in the alliance oneworld to boost the cost saving and global connectivity. The Collaboration with the tourism and travel brands which can provide the packages related to the premium travel.

Strategic challenges: Apart from the strengths, the organisation faces the various strategic challenges as well. The inflation pressures and fuel costs fluctuation boost the prices of operations. The economic downturns and global recessions affect the demand of the customer travel. The low-price carriers such as EasyJet and Ryanair affect the market share of the short haul. The Middle Eastern (Qatar and Emirates) airlines dominate the premium long haul travel. The strict UK and EU aviation regulations need a ongoing investment within the sustainability. The compliance with the boarder restrictions and travel policies related to the Brexit include the complexity in the operations. Developing risks related to the cyber security develop the effective investment within the IT infrastructure.

Explaining the concept of competitive analysis

Competitive advantage: This refers to the unique capabilities of the organisation which permits to outperform the rivals. The cost leadership providing the prices of the lower operational while managing the profitability. The organisation is offering the technological innovation, superior experience of consumer and premium services (Kabeyi, 2019). Targeting the markets of niche like as long-haul global flights and travel based on the luxury business.

Importance of the competitive analysis: This is procedure of evaluating the industry of competitors to boost the strategies which boost the positioning in the market. This helps in identifying the developing competition, consumer preferences and market trends. This optimises the strategic investments, service differentiation and pricing. It anticipates the threats of rivalry from the full service and low-cost airlines.

Competitive strategies of BA: The organisation sustains the benefits via providing the excellence services in flight, exclusive lounges and experiences of the luxury travel. The membership within the alliance Oneworld offers the access to align the marketing initiatives and flight networks. The fuel effective aircraft and fleet modernization boost the cost management. By effectively applying the customised travel packages, biometric boarding and automated service of consumer, this can be effective for the BA.

Conducting the competitive analysis of the competition

BA competes with the giants of global aviation, full-service airlines and carriers of the low cost.

Competitor	Strengths	Weaknesses
EasyJet, Ryanair (Carriers of low cost)	Model based on point to point, high frequency and low fares	Dependency on the airports secondary, lack of premium services
Air france KLM, Lufthansa (European airlines with the full services)	Programs for the corporate loyalty, effective Europeans networks	Cost pressures and issues of labor union
Qatar Airways and emirates (Middle Eastern Airlines)	Financial strengths based on the government, superior fleet and luxury services	Reliance on the model based on hub and high costs of operations

Competitive positing of the organisation

Compared to the full-service European airlines:

The organisation has been a rivalry via the effectively investing within the strategic partnership, sustainability and digital transformation.

Compared to the airlines Middle Eastern:

The organisation effectively differentiates via the European connectivity and London Heathrow hub.

Compared to the carriers of low cost:

The organisation competes by providing the long haul global flights and premium services, this lacks by the budget airlines.

In order to manage the competitive edge, the organisation needs to emphasise on the operational effectiveness, consumer experiences and sustainability, while effectively adapting the developing competition and market disruptions.

Conclusion And Recommendations

Conclusively, it states that the British Airways focuses on the industry challenges, competitive positioning, strategic processes and corporate strategy. BA emphasise on the process of the structured strategic which involve the performance evaluation, implementation, strategy formulation and environmental analysis. The BA uses the strategic options like as sustainability iniatives, service differentiation and market penetration to be within the competitive edge to manage the competitive edge. The decision making strategically along with the organisation is focusing on the insight from the operational effectiveness, consumer preferences and market trends. The organisation also benefits from the effective strategic alliance, mainly with the regular fleet modernization and oneword alliance to boost the sustainability and effectiveness. Apart from the benefits, the organisation faces the major challenges, like as rivalry from the premium and low-cost airline, increasing prices of fuel and economic volatility. On the other hand, the different opportunities might help the organisation to boost position, like as expanding within the developing markets such as South America, Africa and India. The organisation is developing the digital transformation via consumer driven engagement by AI.

Recommendations for future strategy and implementation plan

• The organisation should expand the investments within next gen aircraft fuel effective, programs of carbon offset and SAF. This boosts the collaboration with the firms of green technology and environmental agencies.
• BA recommended boosting the mobile first solutions of travel, biometric boarding and consumer services powered by AI. The organisation can Investing within the measures of cyber security to reduce the breaches of data within the organisation.
• British Airways must boost the international hubs to effectively capture the novel international markets. The organisation needs to boost the collaboration with the airlines which is regional to boost the accessibility of route.
• Company should modernise the fleet to manage the costs and decrease the consumption of fuel, this also apply the strategies of lean operations. It can streamline prices while managing the high quality in services.

Recommendations to reduce the challenges in strategic planning

• In order to reduce the volatility, the organisation needs to apply the strategies of the fuel hedging and revenue streams diversification.
• To decrease the competition, the organisation should focus on the brand differentiation via the loyalty programs development and premium services. The regulatory pressure compliance might be maintained via the working effectively with the agencies of government to lines up with the safety standards and sustainability.

REFERENCES

Books and journals

• Bogers, M., Chesbrough, H., Heaton, S. and Teece, D.J., 2019. Strategic management of open innovation: A dynamic capabilities perspective. California Management Review, 62(1), pp.77-94.
• Boone, C., Lokshin, B., Guenter, H. and Belderbos, R., 2019. Top management team nationality diversity, corporate entrepreneurship, and innovation in multinational firms. Strategic management journal, 40(2), pp.277-302.
• Collings, D.G., Mellahi, K. and Cascio, W.F., 2019. Global talent management and performance in multinational enterprises: A multilevel perspective. Journal of management, 45(2), pp.540-566.
• Ferreira, J., Mueller, J. and Papa, A., 2020. Strategic knowledge management: theory, practice and future challenges. Journal of knowledge management, 24(2), pp.121-126.
• Kabeyi, M.J.B., 2019. Organizational strategic planning, implementation and evaluation with analysis of challenges and benefits for profit and nonprofit organizations. International Journal of Applied Research, 5(6), pp.27-32.
• Lasserre, P. and Monteiro, F., 2022. Global strategic management. Bloomsbury Publishing.
• Paul, J. and Rosado-Serrano, A., 2019. Gradual internationalization vs born-global/international new venture models: A review and research agenda. International marketing review, 36(6), pp.830-858.
• Sharma, P., Leung, T.Y., Kingshott, R.P., Davcik, N.S. and Cardinali, S., 2020. Managing uncertainty during a global pandemic: An international business perspective. Journal of business research, 116, pp.188-192.
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• Wang, W., Hoang, D.T., Hu, P., Xiong, Z., Niyato, D., Wang, P., Wen, Y. and Kim, D.I., 2019. A survey on consensus mechanisms and mining strategy management in blockchain networks. Ieee Access, 7, pp.22328-22370.