The case briefly reviews the development of the airline industry during the past two decades and analyses the basic business models of flag (national) carriers when European airline environment became deregulated. The case provokes discussions about the ways Swissair hoped to establish its competitive advantages. It allows for the analysis of the strategies Swissair used to achieve its goal of becoming one of the top players in the European market in the context of turbulent industry environment characterized by excess capacity, fragmentation and alliances. Questions are raised about the role of the CEO, the top management team as well as the board of directors in the decision making process and their responsibility for the airline failure.
