Case Study

Swiss International - the end of a dream

23 pages
December 2011
Reference: IMD-1-0274

The case briefly reviews the attempt to resurrect a Swiss national carrier after the failure of Swissair and the problems around rebranding. It also looks at the difficulty of integrating two disparate corporate cultures (Swissair and Crossair). Issues of funding, optimal size and forming alliances in a highly competitive market are also considered. It tells the story of how, despite the efforts of Swiss business leaders and politicians, the new venture was not successful and ultimately sold to Lufthansa.

Keywords
Corporate Restructuring, Corporate Governance, Corporate Culture, Financing, Rescue, Airline
Settings
Europe, Switzerland
2000-2005
Type
Published Sources
Copyright
© 2011
Available Languages
English
Case clearing houses
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Discover our latest research
IMD's faculty and research teams publish articles, case studies, books and reports on a wide range of topics