Collapse of Swissair
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.
2001
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
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Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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in Economic Letters September 2026, vol. 268, 113154, https://doi.org/10.1016/j.econlet.2026.113154
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