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Case Study

Swiss International - the end of a dream

By Stewart Hamilton and Anna Eckardt

23 pages

December 2011

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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, Finance

Settings

Europe, Switzerland
2000-2005

Type

Published Sources

Available Languages

English

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