Task 2: Strategy Mapping
The actions taken to improve the profit and market presence while creating a means for long-
term success, is the strategy of a company (Gamble et. Al, 2016). In this exercise, our group
aims to map the corporate and business strategies of the British Airways (BA) organization. The
corporate strategies focus on the company’s strategy among all of its businesses and how each
business can successfully operate collectively in a diversified multi-business company. Porter et.
al (1996) defined corporate strategy as the elements which make the entirety of the whole
business when its sections are added together. Business strategy on the other hand focuses
more on the services and products offered by the organization which will give it the competitive
advantage against its competitors.
As one of the largest international scheduled airlines in the UK, British Airways is also part of
the premium fleet of airlines globally. With its headquarters in London, the Group’s boasts a
large presence at Gatwick, London and Heathrow airports (Ilyas, 2012). BA is one of the
businesses of the IAG group the Group operated more than 290 aircraft, carrying customers to
over 200 destinations in more than 80 countries. The Group’s vision is: to be the airline of
choice with personalized service, exceptional reliability, a digital mind-set and unique British
style (British Airways, 2009).
In the corporate strategic approach of BA, mergers and acquisitions have played a heavy role in
their success. The impact of these on a company go hand in hand. Where the influence of
mergers due to mergers and the acquisitions on the employees operate complementary to
each other said Luecke (2003) as cited by Mittal et. Al (2012). Merging with the IAG group which
also hosts the leading airlines in Spain, also helps to increase its scope against competitors
locally and globally who may have fewer destinations. This also speaks to customer experience
where customers would have a wider variety of choices when selecting the airline.
BA experienced a drop in passenger volumes by 8% during the years 2007 – 2010 (Worthington,
2013). However, by implementing a corporate strategy which aimed at introducing British
Midland International Heathrow flights, allowed for an increase in passenger volumes by 11%
Worthington, 2013). They have also put all of their corporate responsibilities under a single
banner ‘One Destination’ (British Airways, 2009). This allows the company to build its brand
coherently and increase its presence in the market and creating a larger network for customers
to use which in turn should increase their profits.
