MM-5012 BUSINESS STRATEGY AND ENTREPRISE MODELING

CASE 18 LUFTHANSA: GOING GLOBAL, BUT HOW TO MANAGE

COMPLEXITY?

FINAL EXAM

By:

Karina Permata Sari

NIM: 29115447

Program: GM 2

Master of Business Administration Program

School of Business and Management

Institut Teknologi Bandung

2017

1
2
 CHAPTER 1

INTRODUCTION

1.1 Company Overview

Lufthansa (Deutsche Lufthansa) is the largest German Airline and is the
largest German airline. If combined with its subsidiaries, Lufthansa also the largest
airline in Europe, in terms of fleet size, and the second largest airline in terms of
passengers carried during 2016. It operates services to 18 domestic destinations and
197 international destinations in 78 countries across Africa, the Americas, Asia, and
Europe, using a fleet of more than 270 aircraft. Lufthansa is one of the five founding
members of Star Alliance, the world's largest airline alliance, formed in 1997.
Deutsche Lufthansa AG owns several aviation-related companies such as Lufthansa
Technik as part of the Lufthansa Group. Combined with its subsidiaries, the group
has over 615 aircraft, making it one of the largest passenger airline fleets in the
world. In 2014, the group carried over 106 million passengers. Lufthansa was a state-
owned enterprise (and flag carrier) until 1994. In 2014, 60% of Lufthansa's shares
were held by institutional investors. The remaining 40% were held by individual
stock owners. Since 1970, Lufthansa has involved its employees in profit sharing,
giving them the opportunity to choose between cash and preference shares. When
Lufthansa was privatized, employees received more than 3% of its shares. Lufthansa
is the leading, probably pivotal, member of the largest alliance, the Star Alliance. If
globalization means increasing complexity, alliances are even more complex to
manage than individual companies because they lack the hierarchical conflict
resolution mechanisms that individual companies can employ. But despite their pride
in mastering the turmoil of the past, some challenges remain for Lufthansas
management as the globalization of the airline industry moves full speed ahead.
Lufthansa has to know whether the current strategy is sufficient enough to maintain
Lufthansas position as one of the few profitable airline companies given the
uncertainties and dynamics in the highly competitive but cyclical market. Lufthansa
also have to know whether they done enough to reduce complexity in the right places
and to survive the competition, especially against the background of customer
satisfaction and high value added. They also have to find out whether all employees
in the corporation embraced culturally or not. And Lufthansa has to prepare for the
 sustainability challengesin particular global warmingwhich create new
uncertainties.

1.2 Objectives

The main objective for final report is wants to analysis the condition of Lufthansa and
how they act facing the challenges ahead in airline industry. There are 3 objectives of this
research:

1. Analyze the current internal and external environment analysis to develop and
improve business and corporate strategy for Lufthansa.
2. Develop growth and global strategy as a support strategy for formulate
implementation plan
3. Use business and corporate strategy to get sustainable competitive advantage for
Lufthansa

CHAPTER 2
 ENVIRONMENTAL ANALYSIS

2.1 External Environment Analysis

To analyze the current airline industry, the external analysis framework that would be
use in this report are: PESTEL Framework, Porters Five Forces, and SWOT
analysis. The details explained below.
A. PESTEL Framework
PESTEL analysis is a framework or tool used by marketers to analyse and monitor
the macro-environmental (external
environment) factors that have an
impact on an organization/company.
It is suitable to analyze the external
environmental condition of airline
industry in Germany using PESTEL
framework, since this will also give a
brief description of what PESTEL
Figure 2.1 PESTEL Framework
aspects that currently Lufthansa
facing in the airline industry

1. Political and Factors

These factors determine the extent to which a government may influence the
economy or a certain industry. Political factors include tax policies, Fiscal
policy, trade tariffs etc. that a government may levy around the fiscal year and
it may affect the business environment (economic environment) to a great
extent. Theres political factor that impact Lufthansa performance in airline
industry which is the Deregulation in 1978, which beginning in 1978 in the
United States.
This Deregulation increasingly replaced the government-organized
International Air Transport Association (IATA) cartel. The deregulation process
had not gone far enough to allow for major mergers (in the United States,
foreigners can own only 25 percent of an airline; in the EU non-European
ownership is limited to 49 percent; in most of Asia any acquisition of a major
airline might not
be illegal, but it is practically impossible). But deregulation and the erosion of
the IATA cartel went far enough to allow for scores of new competitors. No-
 frills low-cost airlines spread from the United States to Europe and then Asia,
nurtured by the abundance of used aircraft and leasing opportunities.

2. Economic Factors
These factors are determinants of an economys performance that directly
impacts a company and have resonating long term effects. Economic factors
include inflation rate, interest rates, foreign exchange rates, economic growth
patterns etc. It also accounts for the FDI (foreign direct investment) depending
on certain specific industries whore undergoing this analysis. The economic
factor that effect on Lufthansa current performance is the succeeding War on
Terrorespecially the second Iraq waralong with spreading tensions
through the Middle East and the SARS scare delivered a three-year nightmare
for the industry, which was in a cyclical business downturn anyway: Worldwide
air passenger volumes fell by 3.3 percent and 2.4 percent in 2001 and 2003,
respectively, and remained flat in 2002.3 Lufthansas traffic turnover even
decreased between 2001 and 2003 by 4.6 percent.4 Then, once passenger
demand began to recover, oil prices escalated dramatically in 20052006.
Currently, fuel costs are the second-highest cost category per seat kilometer,
accounting for 26 percent of operating costs in Europe airlines
(labor costs account for approximately 30 percent).

3. Social Factors
These factors scrutinize the social environment of the market, and gauge
determinants like cultural trends, demographics, population analytics, etc. The
Social Factor that impact on Lufthansa are the corporate culture transition.
Lufthansa was once known for its strong culture, based on pride in being a
Lufthanseat, the positive image of the company in Germany and its
reputation for engineering excellence, underpinned by ongoing training and
educational activities. Now approximately one-third of the workforce is non-
German, and it has become more fragmented in its interests, perceptions,
communication channels, and expectations. The other social factor is the
education and training. Continuous education and training is also high on the
agenda, not only for employees but also for management. Among German-
based companies, Lufthansa pioneered a corporate university in 1998. The
 Lufthansa School of Business is recognized worldwide as one of the best in
the industry.

4. Technological Factors
These factors pertain to innovations in technology that may affect the
operations of the industry and the market favorably or unfavorably. This refers
to automation, research and development and the amount of technological
awareness that a market possesses. IT is the technological factor in Lufthansa.
For Lufthansatrained in the art of consensus more than othersit seems to
be easier to accept only an 80 percent workable solution, if everybody is behind
it and has bought into the compromise. Nevertheless, it was a learning process
over several years; many compromises ran counter to a Lufthansa culture that
takes pride in engineering excellence and maintaining standards, not only in
back-office processes like IT, but also with customer interfaces (e.g., Lufthansa
thought that the electronic check-in should be completed in half the time than
the other alliance members found acceptable for their customers). Sometimes
alliance initiatives run counter to the interests of Lufthansa divisions: The idea
of creating a common Star Alliance IT infrastructure would rob the IT systems
divisions of most of their customers.

5. Environmental Factors
These factors include all those that influence or are determined by the
surrounding environment. This aspect of the PESTLE is crucial for certain
industries particularly for example tourism, farming, agriculture etc. Factors of
a business environmental analysis include but are not limited to climate,
weather, geographical location, global changes in climate, environmental
offsets etc. Environmental factors impact Lufthansa is the CSR activities.
Lufthansa environmental activities engage a wide range of social and
environmental projects from supporting children in need (via the help alliance)
to protecting endangered animals and recycling or introducing fuel efficiency
initiatives.

6. Legal Factors
This factor will describe about how a company knows the rules to legally trade
in a location, especially if it trades globally. Most legal issues these days are
connected with said labor disputes or lawsuits concerning passenger rights.
 However, some airlines have tried to realize efficiency gains by merging such
as American Airlines and US Airways or Delta and Northwest in 2008. (Final
approval of AA and US has been given in early November 2013). Lufthansa
has experienced trouble with one of its newer subsidiaries, Austrian Airlines.
When Austrians staff refused to move to new payment schemes Lufthansa
transitioned Austrians operations to Austrians subsidiaries, Tyrolean, which
resulted in the departure of a considerable number of employees. v Most
recently, an Austrian court has retroactively ruled this transition void and thus
added to the difficulties

B. Porters Five Forces

Porter's five forces analysis is a framework that attempts to analyze the level of
competition within an industry and business
strategy development. It draws upon
industrial organization (IO) economics to
derive five forces that determine the
competitive intensity and therefore
attractiveness of an Industry. Below
explained the Porters Five Forces of
Lufthansa:
Figure 2 Porter's Five Forces Framework
Threat of New Entrants Low/Moderate

Bargaining Power of Buyer High
Low switching cost
Economic barriers
Low differentiation
Brand recognition of existing
Threat of Substitutes Low
companies Road, rail, and ship
Economies of scale Internet
Low cost carriers Degree of Rivalry High
Bargaining Power of Suppliers High So many competitors
Mainly dominated by Boeing Saturated market
and Airbus High exit barriers
Suppliers goods are critical Difficult to differentiate
to buyers success
 From above framework, we can conclude that the airline industry is no longer
attractive. It means that to achieve high profit or margin will be difficult because of
too competitive conditions. This five forces also can countered by Porters generic
strategies to create competitive advantage.

2.2 Internal Organization Analysis

For proper internal organization analysis, the framework used to analyze internal
environment of Lufthanasa must be VRIO Analysis

Is it Is it Implication for
Is it Is it
Asset Costly to Substitutable Competitivenes
Valuable? Rare?
Imitate? ? s

In-Bound Competitive
Y N Y Y
Logistics Parity

Sustainable
Operations Y Y Y Y Competitive
Advantage

Outbound Competitive
Y N Y Y
Logistics Parity

Marketing Competitive
N N Y Y
and Sales Disadvantage

Sustainable
Service Y Y Y N Competitive
Advantage

Competitive
Procurement N N N Y
Disadvantage

Sustainable
Technological
Y Y Y N Competitive
Development
Advantage

Human N N N Y Competitive
 Resources
Disadvantage
Management

Sustainable
Firm
Y Y Y N Competitive
Infrastructure
Advantage

Table 2.1 VRIO matrix for Telkomsel Indonesia

The analysis also reflects Lufthansas sustainable competitive advantages are the operations,
services, technological development, and its firm infrastructure. With four sustainable
competitive advantages, we can conclude Lufthansas strength and weakness in SWOT
analysis. It can also spot which competitive advantage should be improved from Lufthansa.
These are two competitive advantages that needs to be improved which are its logistics (both
in-bound and outbound), procurement, marketing and sales, and human resources
management.

2.3 SWOT Analysis

With combining analysis result from external analysis and internal analysis, we can create a
proper SWOT analysis. Strength and Weakness come from internal environment analysis, and
Opportunities and Threats come from external environment analysis.

Table 2.2 SWOT Analysis

STRENGTH WEAKNESS

Largest Star Alliance Member Significant Exposure to Higher Competitive

Leading IT service provider for the Air Market
Transport industry Market share growth restricted due to
Strong image associated with German pressure from competition
Engineering
A status symbol amongst
Corporate/Business men
Has a strong workforce of over 37,000
employees
Over 200 international destinations in
nearly 80 countries

OPPORTUNITY THREATS

Being the largest member of Star Other Alliances: One World, Sky team
Increased international competition
Alliance they have scope to
Low cost providers
acquire some smaller players Rising fuel prices
More penetration in emerging
economies tapping the high-end
customers
Improvement in experience and
high-quality services to customers

CHAPTER 3

BUSINESS STRATEGY FORMULATION

3.1 Current Business Strategy

Like most of their old competitors, Lufthansa started their operations with a
differentiation strategy as flying was a good only for the wealthy and therefore the
price was of minor importance. Nowadays, due to the pricing erosion by low cost
carriers and the superior service and newer aircrafts of Middle East and Asian carriers
Lufthansa has given up their pure differentiation strategy and can be considered as
operating with an integrated low-cost/differentiation strategy. This mainly derives
from the fact that they still operate as Europes premium carrier, however, they gave
part of their operations to their low-cost subsidiary Germanwings.

3.2 Proposed Business Strategy

Lufthansa should pursue integration strategy. The goal of an integration strategy is to
have a larger economic value created than that of your competitors. For an integration
strategy to succeed, Lufthansa must resolve trade-offs between the two generic
strategic positionslow cost and differentiation. Lufthansa should focus in increasing
the value and cost drivers of the integration strategy. Those factors are:
QUALITY In quality factor, Lufthansa should focus in the durability and
reliability of their services. This is to maintain the high value of differentiated
services for a long time. To lower the cost in increasing their quality, Lufthansa
should control the operational cost by setting the total quality management and
lean manufacturing. This lead to lower the operational cost and higher quality
services. The result is the increasing of economic value creation (V-C) by
increasing V while decreasing C.
ECONOMIES OF SCOPE Besides quality, economies of scope factor also
should be considered by Lufthansa. By economies of scopes, this means that
savings that come from producing two (or more) outputs at less cost than
producing each output individually, despite using the same resources and
technology. Lufthansa should find the way from their resources and technology to
provide their services more at less cost in order to save their operational budget.
Then, the savings could be used for other important purpose in increasing their
competitive advantage.
INNOVATION The other factors that should be considered is innovation factor.
Of course, Lufthansa should conduct innovation in order to be able to compete
with other competitors. Lufthansa could conduct innovation based on Doblins 10
types of innovation, whether innovate its configuration (profit model, network,
structure, or process), offering (product performance, product system) or the
experience (service, channel, brand, customer engagement). If Lufthansa could
innovate one of those and make it their competitive advantage, Lufthansa will stay
competitive against other competitors in airline industry.
STRUCTURE, CULTURE, AND ROUTINES The last factor is structure,
culture, and routine. This is important to be considered since this will determine the
structure in Lufthansa to pursue integration strategy. Lufthansa should choose the
managers that could structure in their organizations so that they can both control
cost and allow creativity for differentiated product. The managers should build
ambidextrous organizations, which is an organization that able balance and harness
 different activities in trade-offs situations. It encourages managers to balance
exploitation (applying current knowledge to enhance firm performance in the short
term) with exploration (searching for new knowledge to enhance firms future
performance.

But overall, they have to careful to not being in the stuck in the middle. Because In
the current situation, Lufthansa struggles to clearly state which customers they intend
to serve and what quality standards to offer. On the one hand they try to fight the low
cost competitors with reduced prices on intra-European flights. On the other hand
they still try to differentiate from these competitors by offering superior service and
operating from centrally located airports. The same picture can be painted on long
distance flights. The highly subsidized airlines from the Middle East beat Lufthansas
prices and at the same time Asian airlines like Singapore Airlines offer superior
service. The result that we expect in pursuing the integration strategy is that Lufthansa
could regain their competitive advantage. Despite the fact that integration strategy is
considered hard to implement, if Lufthansa successful in applying integration strategy,
they can have two pricing options: First, the Lufthansa can charge a higher price than
the cost leader, reflecting their higher value creation and thus generating greater profit
margins. Second, Lufthansa can lower their price below that of the differentiator
(because of its lower cost structure). This will lead to gain market share and make up
the loss in margin through increased sales

CHAPTER 4

CORPORATE STRATEGY FORMULATION

4.1 Current Corporate Strategy

The current corporate strategy of Lufthansa is the diversification strategy.
Currently Lufthansa has invested big sums pursuing a contrarian diversification
strategy that it hoped would boost profits in its notoriously cyclical industry.
Instead, the strategy has absorbed resources and management energy, and
Lufthansa remains exposed to the ups and downs of the aviation business, just in
different sectors. The result: little payoff for shareholders.

4.2 Proposed Corporate Strategy

For their portfolio strategy, Lufthansa should pursue value integration
strategy, which focusing in backward vertical integration. Based on VRIO
framework analysis in Chapter 2, their sustainable competitive advantage is their
operation, technological development, firm infrastructure and service, which is the
scope of backward vertical integration. With backward vertical integration, it
could focus on increasing quality of the services, which could generate the high
perceived value in Lufthansas services. But Lufthansa should remember to do
lower cost since they should pursue integration strategy for their business strategy.
By pursuing vertical integration strategy, it allows Lufthansa to increase
operational efficiencies through improved coordination and fine-tuning of
adjacent value chain activities.

For their growth strategy, Lufthansa should pursue horizontal integration

strategy to capture more market. Horizontal integration can favorably affect
several of Porters five forces for surviving firms: strengthening bargaining power
vis--vis suppliers and buyers, reducing the threat of entry, and reducing rivalry
among existing firms. One of key activities in horizontal integration is to do
company Merger and Acquisition (M&A). Horizontal integration through M&A
can help Lufthansa strengthen their competitive positions by increasing the
differentiation of their service offerings. In particular, horizontal integration can
do this by filling gaps in Lufthansas product offering, allowing the combined
entity to offer a complete suite of services. In order to do M&A, Lufthansa needs
strong financial performance and they do. With current market demand, Lufthansa
should consider to expand their business to provide better service to their
customers. So with doing (M&A), Lufthansa can provide broader network and
high quality services. From current market condition, buying one of the
competitors is one of the way to expand frequency spectrum for customers.

For their global strategy, Lufthansa should pursue transnational strategy

(glocalization) in order to strengthen their global strategic position. This could be
benefit for Lufthansa as they are not only offering low-cost services but also high
perceived on their services which will be plus point in customers perspective. By
pursuing transnational strategy, Lufthansa would reach economies of scale with
the lean and low-cost operation. They also would reach high local responsiveness
as the local costumers will attracted to the services due to the compatible
 preference and requirements. Besides that, Lufthansa would also benefit from
global learning. MNEs typically implement a transnational strategy through a
global matrix structure. That structure combines economies of scale along specific
product divisions with economies of learning attainable in specific geographic
regions. The idea is that best practices, ideas, and innovations will be diffused
throughout the world, regardless of their origination. In order to conduct
transnational strategy well, Lufthansa managers should think globally, but act
locally.

CHAPTER 5

IMPLEMENTATION PLAN

Figure 5.1 Implementation Plan

Implementatio Description
n Stage

Stage 1 The strategy initiatives that explained above should be implemented

when all aspects and factors related to those strategic initiations are
People, Skills, ready to implement.
and The people who going to do it first is the CEO and BOD, as they
Organizational have to understand first before directing the employees.
Structure The employees should understand their roles and responsibility
because those strategic initiatives cannot be implemented if they do
not understand their roles given the employees will conduct it
 directly.
It depends on what the company needs for their strategic initiatives,
if they need new division they should hire more people to conduct it.
This also applied in whether they have to lay off people or not. If the
company could manage the whole financial budget well, they do not
have to lay off people.
It depends whether the firm is organic or mechanic organization.
Since Lufthansa is established company, they are mechanistic
organization which characterized by a high degree of specialization
and formalization, and a tall hierarchy that relies on centralized
decision making. The structure that should be implemented in the
firm are functional structure, which is the organizational structure
that group employees into distinct functional areas based on domain
expertise.

Stage 2 The culture that should be implemented within Lufthansa to be

successful should be based on founder imprinting, which is a process
Organizational by which the founder defines and shapes an organizations culture,
Culture which can persist for decades after his or her departure. The
organizational culture should consist of artifacts, norms, and values.
If the current culture differs from the culture needed for the success
of the strategy implementation, the firm should change its strategy
and culture. But this is depends on the situation. If the organizational
culture still have a good fit with external environment, they do not
have to change. In contrast, if it no longer has a good fit with
external environment, the company should change their
organizational culture. Otherwise their core competency would turn
into core rigidity.

Stage 3 The reward system structure in place to align the incentives of

principals (shareholders) and agents (employees) in order to specify
Reward System goals, measure progress and provide performance feedback regarding
with the accomplished task.

Stage 4 All the required resourced regarding with strategic initiatives is needed,
such as financial resources, marketing resources, operational resources,
Resource and human resources. The company could obtain or produce the
Requirements resources themselves. If not, the firm could obtain the required
resources from the suppliers or from the company we conduct M&A or
partnership with

Stage 5 The implementation supported by the firm infrastructure and facilities,

and also by manpower inside the company. The company need to make
Supporting sure that the procedures of implementation must be legal and follow the
Activities code of conduct in order to gain the right outcome. In terms of
expanding the market, Lufthansa could hire consultant service to
 conduct the market research in order to know what step that Lufthansa
should take for the upcoming years.

Stage 6 The strategic leaders that required to make change is the leader that
have interpersonal role (figurehead, liaison, leader), informational role
Strategic (monitor, disseminator, spokesperson) and decisional role
Leadership
(entrepreneur, disturbance handler, resource allocator, negotiator). But
to be an effective and ethical strategic leader, we must complete the
level-5 leadership pyramid, which is a conceptual framework of
leadership progression with five distinct sequential levels:
The Level-1 manager is a highly capable individual who makes
productive contributions through motivation, talent, knowledge, and
skills.
The Level-2 manager masters the skills required at Level 1, but is also a
contributing team member who works effectively with others in order
to achieve synergies and team objectives.
The Level-3 manager is a well-rounded and competent manager, a
highly capable individual who is an effective team player and organizes
resources effectively to achieve predetermined goals. He or she does
things right.
At Level 4, the effective manager from Level 3 turns into a leader who
determines what the right decisions are. The Level-4 leader presents and
effectively communicates a compelling vision and mission to guide the
firm toward superior performance. He or she does the right things.
Finally, at Level 5, the manager reaches a leadership pinnacle, turning
into a strategic leader. An effective strategic leader is an executive who
builds enduring greatness into the organizations he or she leads.

Stage 7 Economic Responsibilities The business enterprise is first and

foremost an economic institution. Investors expect an adequate return
Relevant Social
for their risk capital. Consumers expect safe services at appropriate
Responsibility
prices and quality. Suppliers expect to be paid in full and on time.
Governments expect the firm to pay taxes and to manage natural
resources such as air and water under a decent stewardship. To
accomplish all this, Lufthansa must obey the law and act ethically in
their quest to gain and sustain competitive advantage.

Legal Responsibilities Laws and regulations are a society's codified

ethics, as they embody notions of right and wrong. They also establish
the rules of the game. Lufthansa must ensure that their firms obey all
the laws and regulations, including but not limited to labor, consumer,
and environmental laws.

Ethical Responsibilities Lufthansa's ethical responsibilities,

 therefore, go beyond its legal responsibilities; they embody the full
scope of expectations, norms, and values of its stakeholders. Managers
are called upon to do what society deems just and fair.

Philanthropic Responsibilities Philanthropic responsibilities are

often subsumed under the idea of corporate citizenship, reflecting the
notion of voluntarily giving back to society.

CHAPTER 6

CONCLUSION

In conclusion, Lufthansa, largest Star Alliance member, is basicly a healthy and growing
company. According to all analysis that have been done in the previous chapter, Lufthansa is
a great company with good enterprise value, stable revenue growth, and continously develop
their business each year. Lufthansa group operates on a global scale, being the largest
European airline in terms of revenue, scheduled passengers, fleet size and destinations;
operating both in the passenger and cargo business. This scale makes the airline subject to a
number of different markets, economies and cultures.
The sustainable competitive advantage of Lufthansa are on their operation, technology
development, services, firm infrastructure, and services. That is why the backward vertical
integration would work well for Lufthansa since their capability in operation is high. This
would benefit them in generating high quality outcome for their customers. But they should
improving their marketing and sales, procurement, and logistics since based on analysis those
three are far from sustainable competitive advantage.

Since the current business strategy (differentiation strategy) and corporate strategy
(diversification strategy) did not fulfill the expected target, Lufthansa should pursuing
integration strategy for their business strategy, while for corporate strategy Lufthansa should
apply the vertical integration, horizontal integration, and transnational strategy. Lufthansa
have to conduct those strategy well in order to strengthen their competitive position within
the airline industry, because those strategies have their disadvantages too. Otherwise, if they
do not perform it well, there might be possibility they reach competitive disadvantage
instead.

With the good implementation within the organization, hopefully Lufthansa have an
interesting future ahead and keep improving their consistent strong performance each and
every year in airline industry, not only in Germany but also in the world wide as well.

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