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Yıl 2017, Cilt: 4 Sayı: 12, 0 - 0, 01.12.2017

Yrd. Doç. Dr. Vahap Önen

Öz

Within the Worldwide Aviation Industry, there are three major alliances that share %58 of the total revenue passenger per kilometeres and the total revenue of %62, which are Star Alliance, Sky Team and Oneworld. In Turkish Air Transportation, Turkish Airlines holds the membership of Star Alliance, while the second biggest airline Pegasus carrying on the business with no membership on any. In other respects, there are also other big airlines, that have not been in of any memberships, where beside there are others which have carried such memberships, then resigned afterwards. This study research has been worked out as to provide with a perspective to the airlines for those who may evaluate of becoming a member of any alliances within the aviation, in respect of the option to grow within the market, opportunities and the outcomes of being in an alliance, and the coercion and the risks on the other side. This study has been carried out by using content analysis out of empirical methods, while contenting the research of structure of the airline alliances, imrovement process, experience of airlines in alliances, their performence within alliances, analysis of cases within, survey reports, shapes of the alliances, by literature research, and carried out an “Swot” analysis in order for those airlines for their research for alliance membership. As a result of this study it was seen that the strategic alliances are considered as an important alternative as a way to grow in the market but they have also many negative effects that they can occur or bring about some adverse impacts existed in the reality thereby the subjet must be deal with in strategic marketing framework and alliance evalutaion process has to be established as smiliar to proposed model structure which are seeking whether or not airline bussiness’ objectives and targets are determined very clearly, the type and degree of the alliance decission is correctly defined, the appropriate alliance partner is suitably selected , obligations of the alliance are fullfilled, the system's performances are systematically controlled and followed and airline companies are performed a situation analysis in accordance with obtained data, companies are decided to keep on tor qutting from the alliances if required, so it has been proposed that if the alliance evaluation process managed as based on a certain model, it shall create many contributions to the airlines bussiness

Anahtar Kelimeler

Airline Alliances Growth in the Market Globalization Integration

Kaynakça

  • AWADZI, W. (1987) . Determinants of Joint Ventures Performance: A Study of International
  • Joint Ventures in the United States. Unpublished Ph.D. dissertation, Louisiana State University. BARNEY, S. (1998). “A. Light, European Airline Industry Review”, at 30-31.
  • BARTOL, K. M., MARTİN D.C. (1998). Management, s.87-88, Third Edition ,Mc Graw Hill
  • Companies, Setin New Baskerwille. BEAMİSH, P. W., ve BANKS, J. C. (1987). Equity joint ventures andthe theory of the multinational enterprise. Journal of International Business Studies, 18, 1}16.
  • BENJAMIN Gomes-Casseres. (1996). The alliance revolution: The new shape of business rivalry. Harvard University Press.
  • BEYHOFF, S. (1995). Code-sharing: a summary of the German study. Journal of Air Transport Management, 2(2), 127-129.
  • BJÖRK, M. (2002). Global Airlines Alliences and EC-Competition Policy. www.ep.liu.se
  • BLEEKE, J., & ERNST, D. (1995). Is your strategic alliance really a sale?. Harvard Business Review, 73(1), 97-105.
  • BRYANT A. (1997). United and 4 others to detail air alliance today. Retrived May 13, 2011 www.ntimes.com/1997.
  • BROUTHERS, K. D., Brouthers, L. E., & Wilkinson, T. J. (1995). Strategic alliances: Choose your partners. Long range planning, 28(3), 218-25.
  • BURTON, J. and Hanlon, I? (I 995) Airline alliances: cooperating to compete?. Journal of Air Transport Management l(4), 209-227. BUTTON, K., Haynes, K., & Stough, R. (1998). Flying into the future: air transport policy in the European Union. Edward Elgar Publishing.
  • BUYCK, C. (2000). The big move. Air Transport World 37 (6). 49-53.
  • CHUNG, K. H. ve Pruitt Stephen W. (1994). “A Simple Approximation of Tobin’s q,” Financial Management 23(3), 70-74.
  • DOT (2009). Order 2009-4-5 Expanded Star Application.
  • EISENHARDT, K. M., ve Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. organization Science, 7(2), 136
  • FILED, D ve Pilling, M. (2004). Team Sprit. Ailirle Bussiness , September.
  • FLINT, P. (1999). Alliance paradox. Air Transport World 36 (4), 33-36.
  • FOLARES-FIILOL, R. ve Coon, R.M. (2007). Strategic Formation of Airline Alliances, Article in Journal of Transport Economics and Policy, September.
  • GALLACHER, J. (1996) A clearer direction. Airline Business (June), 23-51.
  • GANT, J. (1995). The sicenece of alliance. Euro business, September, 70-73.
  • GAYLE, Philip G. “Is virtual codesharing a market segmenting mechanism employed by airlines?.” Economics Letters 95.1 (2007): 17-24.
  • GLISSON, L.M., vd. (1996). Airline Indsutry Strategic Alliances: Marketing and Policy
  • Implications, International Journal of Physical Distribution and Logistic Management, Vol:26, 34. GREENBERG, P.S., 1990. The new global airlines. Europe 297, 31–32.
  • GUDMUNDSSON, S. V., & LECHNER, C. (2006). Multilateral airline alliances: Balancing strategic constraints and opportunities. Journal of Air Transport Management, 12(3), 153-158.
  • GÜNDOĞDU, M. (2009). Rekabet Hukuku Perspektifinden Havayolu Taşımacılığı Sektöründe
  • Stratejik İttifaklar, Ankara, Bölüm 2, 40-42. HADROVIC, C. (1990). Airline globalization: A Canadian perspective. Transp. LJ, 19, 193.
  • HALL, R. (1992). “The Strategic Analysis of Intangible Resources”, Strategic Management Journal, vol. 13, no. 2, pp. 135-144.
  • HARVEY, M.G. VE LUSCH, R.F. (1995). “A systematic assessment of potential international strategic alliance partners”, International Business Review, vol. 4, no. 2,195-212.
  • HARRİGAN, K.R., (1987). Strategic alliances: Their new role in global competition. Columbia
  • Journal of World Business 22 (2), 67–69. HOLLOWAY, S. (2003). Straight and Level: Practical Airline Economics, 2nd. Ed. Ashgate.
  • IATROU, K. ve M. ORETTI (2007)., Airline Choices for the Future: From Alliances to Mergers, Ashgate, 2007.
  • IATROU, K. ve ALAMDARI, F (2005). “The empirical analysis of the impact of alliances on airline operations, The Journal of Air Transport Management”, Volume 11, issue 3.
  • KERIN , RA. (2013). Strategic Marketing Problems, Chp.1, Pearson Education, Pritice Hall.
  • KHANNA, T., GULATİ, R., ve Nohria, N. (1998). The dynamics of learning alliances
  • Competition, co-operation andrelative scope. Strategic Management Journal, 19(3), 193}210. KLEYMANN, B.,ve SERISTÖ, H. (2001). Levels of airline alliance membership: balancing risks and benefits. Journal of Air Transport Management, 7(5), 303-310.
  • KLEYMANN, B. (1999). Future developments in the structure of airline alliance networks.
  • In The Conference Proceedings of the 1999 Air Transport Research Group (ATRG) of the WCTR
  • Society on Air Transportation Operations and Policy (No. UNOAI Report 99-5). KLEYMANN, B. (2005). The dynamics of multilateral allying: a process perspective on airline alliances, Journal of Air Transport Management, 11(3), 135-147.
  • KOÇEL, T. (2003). “İşletme Yöneticiliği, Beta Basım Yayım Dağıtım AŞ.” Baskı, İstanbul.
  • KOÇYIĞIT, M. (2008) .Havayolu İsletmelerinin Performansının Tobin q Oranı ile Ölçülmesi
  • Lorange, P. (1998). Strategy implementation: the new realities. Long range planning,31(1),18
  • LU, A. C. J. (2003). International airline alliances: EC competition Law/US antitrust law and international air transport. Kluwer Law International.
  • MERILL LYNCH GLOBAL ALLIANCE REPORT (1999). June 2.
  • MOCKLER, R. J. (1999). Multinational strategic alliances, London, Wiley.
  • MORRISON, W.G. (2004). Dimensions of predatory pricing in air travel markets, Journal of Air
  • Transportation Management, 10, 87-95. OSTER, C. V.,ve PICKRELL, D. H. (1986). Marketing alliances and competitive strategy in the airline industry. Logistics and Transportation Review, 22(4).
  • OUM, T. H., Park, J. H., ve Zhang, A. (2000). Globalization and strategic alliances: the case of the airline industry.
  • OUM, T. H., Yu, C., & Zhang, A. (2001). Global airline alliances: international regulatory issues. Journal of Air Transport Management, 7(1), 57-62.
  • PARKHE, A. (1993). Partner nationality and the structure-performance relationship in strategic alliances. Organization Science 4, 301–324.
  • PARKHE, A. (1993). ““Messy” Research, Methodological Predispositions, and Theory
  • Development in International Joint Ventures”, Academy of Management Review, Vol. 18, No. 2, 268. PORTER, M.E. (1998). The competitive advantage of nations: with a new introduction, New York: Free Press.
  • PRAHALAD, C. VE HAMEL, G. (1990). “The Core Competence of the Corporation”, Harvard
  • Business Review, May-June, pp. 79-91. RAY, P.M (1992). Strategic Alliances in Airline Industry, M.I.T.
  • RIGAS, D. (2006). Airline Bussiness, 2nd edition, chapter 4, Alliences.
  • SARGENT, M. (2015). A Cost-Benefit Analysis of Air Malta Joining A Global Airline Alliances, 61-62.
  • STAR ALLIANCE (2006). Star Alliance Welcomes South African Airways, Press Reelase
  • April 10, 2006. Retrived on August 15, 2017, httpp://www.starailiance.com/en/press.
  • TRANSPORTATION RESEARCH BOARD REPORT (1999). Effects of Airline Alliances and Partnership on Competition, Chapter 4, 133-154.
  • TRUXAL, S. (2012). Competition and Regulation in the Airline Industry : Puppet in Chaos.
  • ÜLGEN, H. ve Mirze, K. (2004). Stratejik Yönetim”,311-329, Literatür Yayıncılık, İstanbul.
  • WHITAKER, R. (I 996) Equity links act as lifeline. Airline Business (August), 22 YOSHINO M.Y., Rangan ,U.S.,(2000). Stratejik İttifaklar :Küreselleşmeye Müteşebbis
  • Yaklaşım, s.4- 108, Ed: Yaşar Bülbül, Alfa Yayınları, İstanbul, 2000
  • ZEA, M., ve Feldman, D. (1998). Going Global: The Risks and Rewards Of Airline Alliance
  • Based Netwoek Strategies. Handbook Of Airline Marketing Executive Editors, Gail F. Butler, Martin R. Keller.—1st Ed. www.dunya.com/ekonomi/kuresel-ve-yerel-rekabet-avantaji-oluşturmanin-bir-yolu-stratejik- haberi-36061 www.mcgill.ca//iasl/airline alliances by Stephen Dempsey

PAZARDA BÜYÜMENİN BİR SEÇENEĞİ OLARAK HAVAYOLU İTTİFAKLARI

Yıl 2017, Cilt: 4 Sayı: 12, 0 - 0, 01.12.2017

Yrd. Doç. Dr. Vahap Önen

Öz

Dünya havacılık sektöründe, kilometre başına düşen yolcu gelirinin % 58’ini, toplam gelirin ise %62’sini Star Alliance, SkyTeam ve Oneworld olmak üzere üç ana havayolu ittifakı paylaşmaktadır. Türkiye’de hava ulaştırma sektöründeki şirketlerden Türk Hava Yolları, bu ittifaklardan Star Alliance üyesi olarak faaliyet gösterirken; ikinci en büyük havayolu şirketi olan Pegasus Havayolları herhangi bir ittifaka üye değildir. Bunun yanı sıra Dünya’da henüz herhangi bir ittifaka girmemiş büyük havayolu şirketleri olmakla beraber bu ittifaklara girmiş ancak bir süre sonra bu ittifaklardan ayrılmış birçok havayolu şirketi de bulunmaktadır. Bu çalışma, pazarda büyümenin bir seçeneği olarak havayolu ittifaklarının oluşturduğu fırsat ve faydaların neler olduğunu, bununla birlikte oluşturacağı tehdit ve risklerin neler olabileceğini ortaya koymak; küreselleşmenin ve pazarlama stratejilerinin ışığında, böyle bir ittifaka girme konusunda değerlendirme yapmak isteyen havayolu şirketlerine bir perspektif sunulması amacıyla hazırlanmıştır. Yapılan çalışma ampirik yöntemlerden içerik analizi kullanılarak gerçekleştirilmiş olup, çalışmada geçmişten günümüze ittifak yapıları, gelişme seyirleri, havayolu şirketlerinin ittifak tecrübeleri, ittifak performansları, vaka analizleri, inceleme raporları, havayolu ittifak biçimleri ve dereceleri, bu kapsamda literatürde yapılan araştırmalar incelenmiş ve nihayetinde havayolu şirketlerinin yapacakları ittifaklara yönelik bir “Swot” analizi yapılmıştır. Çalışma sonucunda, ittifakların pazarda büyümenin önemli bir alternatifi olduğu görülmüş olmakla birlikte, getirdiği ya da getirebileceği birçok olumsuz etkilerin de bulunduğu, bu ittifaklar nedeniyle zarar gören birçok havayolu şirketinin olduğu da tesbit edilmiştir. Bu nedenle havayolu şirketleri açısından işbirliğinden ne elde edilmek istenildiğinin net bir şekilde belirlenmesi, bu amaçlar doğrultusunda sistemin performansının sistematik bir şekilde takibi ve kontrol edilmesinin gerekliliği, elde edilen bilgiler doğrultusunda mali durumun gözden geçirilerek mevcut işbirliğinin devam ettirilmesinin uygun olacağı görüşü ortaya çıkmıştır

Anahtar Kelimeler

Havayolu İttifakları Pazarda Büyüme Küreselleşme Entegrasyon

Kaynakça

  • AWADZI, W. (1987) . Determinants of Joint Ventures Performance: A Study of International
  • Joint Ventures in the United States. Unpublished Ph.D. dissertation, Louisiana State University. BARNEY, S. (1998). “A. Light, European Airline Industry Review”, at 30-31.
  • BARTOL, K. M., MARTİN D.C. (1998). Management, s.87-88, Third Edition ,Mc Graw Hill
  • Companies, Setin New Baskerwille. BEAMİSH, P. W., ve BANKS, J. C. (1987). Equity joint ventures andthe theory of the multinational enterprise. Journal of International Business Studies, 18, 1}16.
  • BENJAMIN Gomes-Casseres. (1996). The alliance revolution: The new shape of business rivalry. Harvard University Press.
  • BEYHOFF, S. (1995). Code-sharing: a summary of the German study. Journal of Air Transport Management, 2(2), 127-129.
  • BJÖRK, M. (2002). Global Airlines Alliences and EC-Competition Policy. www.ep.liu.se
  • BLEEKE, J., & ERNST, D. (1995). Is your strategic alliance really a sale?. Harvard Business Review, 73(1), 97-105.
  • BRYANT A. (1997). United and 4 others to detail air alliance today. Retrived May 13, 2011 www.ntimes.com/1997.
  • BROUTHERS, K. D., Brouthers, L. E., & Wilkinson, T. J. (1995). Strategic alliances: Choose your partners. Long range planning, 28(3), 218-25.
  • BURTON, J. and Hanlon, I? (I 995) Airline alliances: cooperating to compete?. Journal of Air Transport Management l(4), 209-227. BUTTON, K., Haynes, K., & Stough, R. (1998). Flying into the future: air transport policy in the European Union. Edward Elgar Publishing.
  • BUYCK, C. (2000). The big move. Air Transport World 37 (6). 49-53.
  • CHUNG, K. H. ve Pruitt Stephen W. (1994). “A Simple Approximation of Tobin’s q,” Financial Management 23(3), 70-74.
  • DOT (2009). Order 2009-4-5 Expanded Star Application.
  • EISENHARDT, K. M., ve Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. organization Science, 7(2), 136
  • FILED, D ve Pilling, M. (2004). Team Sprit. Ailirle Bussiness , September.
  • FLINT, P. (1999). Alliance paradox. Air Transport World 36 (4), 33-36.
  • FOLARES-FIILOL, R. ve Coon, R.M. (2007). Strategic Formation of Airline Alliances, Article in Journal of Transport Economics and Policy, September.
  • GALLACHER, J. (1996) A clearer direction. Airline Business (June), 23-51.
  • GANT, J. (1995). The sicenece of alliance. Euro business, September, 70-73.
  • GAYLE, Philip G. “Is virtual codesharing a market segmenting mechanism employed by airlines?.” Economics Letters 95.1 (2007): 17-24.
  • GLISSON, L.M., vd. (1996). Airline Indsutry Strategic Alliances: Marketing and Policy
  • Implications, International Journal of Physical Distribution and Logistic Management, Vol:26, 34. GREENBERG, P.S., 1990. The new global airlines. Europe 297, 31–32.
  • GUDMUNDSSON, S. V., & LECHNER, C. (2006). Multilateral airline alliances: Balancing strategic constraints and opportunities. Journal of Air Transport Management, 12(3), 153-158.
  • GÜNDOĞDU, M. (2009). Rekabet Hukuku Perspektifinden Havayolu Taşımacılığı Sektöründe
  • Stratejik İttifaklar, Ankara, Bölüm 2, 40-42. HADROVIC, C. (1990). Airline globalization: A Canadian perspective. Transp. LJ, 19, 193.
  • HALL, R. (1992). “The Strategic Analysis of Intangible Resources”, Strategic Management Journal, vol. 13, no. 2, pp. 135-144.
  • HARVEY, M.G. VE LUSCH, R.F. (1995). “A systematic assessment of potential international strategic alliance partners”, International Business Review, vol. 4, no. 2,195-212.
  • HARRİGAN, K.R., (1987). Strategic alliances: Their new role in global competition. Columbia
  • Journal of World Business 22 (2), 67–69. HOLLOWAY, S. (2003). Straight and Level: Practical Airline Economics, 2nd. Ed. Ashgate.
  • IATROU, K. ve M. ORETTI (2007)., Airline Choices for the Future: From Alliances to Mergers, Ashgate, 2007.
  • IATROU, K. ve ALAMDARI, F (2005). “The empirical analysis of the impact of alliances on airline operations, The Journal of Air Transport Management”, Volume 11, issue 3.
  • KERIN , RA. (2013). Strategic Marketing Problems, Chp.1, Pearson Education, Pritice Hall.
  • KHANNA, T., GULATİ, R., ve Nohria, N. (1998). The dynamics of learning alliances
  • Competition, co-operation andrelative scope. Strategic Management Journal, 19(3), 193}210. KLEYMANN, B.,ve SERISTÖ, H. (2001). Levels of airline alliance membership: balancing risks and benefits. Journal of Air Transport Management, 7(5), 303-310.
  • KLEYMANN, B. (1999). Future developments in the structure of airline alliance networks.
  • In The Conference Proceedings of the 1999 Air Transport Research Group (ATRG) of the WCTR
  • Society on Air Transportation Operations and Policy (No. UNOAI Report 99-5). KLEYMANN, B. (2005). The dynamics of multilateral allying: a process perspective on airline alliances, Journal of Air Transport Management, 11(3), 135-147.
  • KOÇEL, T. (2003). “İşletme Yöneticiliği, Beta Basım Yayım Dağıtım AŞ.” Baskı, İstanbul.
  • KOÇYIĞIT, M. (2008) .Havayolu İsletmelerinin Performansının Tobin q Oranı ile Ölçülmesi
  • Lorange, P. (1998). Strategy implementation: the new realities. Long range planning,31(1),18
  • LU, A. C. J. (2003). International airline alliances: EC competition Law/US antitrust law and international air transport. Kluwer Law International.
  • MERILL LYNCH GLOBAL ALLIANCE REPORT (1999). June 2.
  • MOCKLER, R. J. (1999). Multinational strategic alliances, London, Wiley.
  • MORRISON, W.G. (2004). Dimensions of predatory pricing in air travel markets, Journal of Air
  • Transportation Management, 10, 87-95. OSTER, C. V.,ve PICKRELL, D. H. (1986). Marketing alliances and competitive strategy in the airline industry. Logistics and Transportation Review, 22(4).
  • OUM, T. H., Park, J. H., ve Zhang, A. (2000). Globalization and strategic alliances: the case of the airline industry.
  • OUM, T. H., Yu, C., & Zhang, A. (2001). Global airline alliances: international regulatory issues. Journal of Air Transport Management, 7(1), 57-62.
  • PARKHE, A. (1993). Partner nationality and the structure-performance relationship in strategic alliances. Organization Science 4, 301–324.
  • PARKHE, A. (1993). ““Messy” Research, Methodological Predispositions, and Theory
  • Development in International Joint Ventures”, Academy of Management Review, Vol. 18, No. 2, 268. PORTER, M.E. (1998). The competitive advantage of nations: with a new introduction, New York: Free Press.
  • PRAHALAD, C. VE HAMEL, G. (1990). “The Core Competence of the Corporation”, Harvard
  • Business Review, May-June, pp. 79-91. RAY, P.M (1992). Strategic Alliances in Airline Industry, M.I.T.
  • RIGAS, D. (2006). Airline Bussiness, 2nd edition, chapter 4, Alliences.
  • SARGENT, M. (2015). A Cost-Benefit Analysis of Air Malta Joining A Global Airline Alliances, 61-62.
  • STAR ALLIANCE (2006). Star Alliance Welcomes South African Airways, Press Reelase
  • April 10, 2006. Retrived on August 15, 2017, httpp://www.starailiance.com/en/press.
  • TRANSPORTATION RESEARCH BOARD REPORT (1999). Effects of Airline Alliances and Partnership on Competition, Chapter 4, 133-154.
  • TRUXAL, S. (2012). Competition and Regulation in the Airline Industry : Puppet in Chaos.
  • ÜLGEN, H. ve Mirze, K. (2004). Stratejik Yönetim”,311-329, Literatür Yayıncılık, İstanbul.
  • WHITAKER, R. (I 996) Equity links act as lifeline. Airline Business (August), 22 YOSHINO M.Y., Rangan ,U.S.,(2000). Stratejik İttifaklar :Küreselleşmeye Müteşebbis
  • Yaklaşım, s.4- 108, Ed: Yaşar Bülbül, Alfa Yayınları, İstanbul, 2000
  • ZEA, M., ve Feldman, D. (1998). Going Global: The Risks and Rewards Of Airline Alliance
  • Based Netwoek Strategies. Handbook Of Airline Marketing Executive Editors, Gail F. Butler, Martin R. Keller.—1st Ed. www.dunya.com/ekonomi/kuresel-ve-yerel-rekabet-avantaji-oluşturmanin-bir-yolu-stratejik- haberi-36061 www.mcgill.ca//iasl/airline alliances by Stephen Dempsey
Toplam 64 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Research Article
Yazarlar

Yrd. Doç. Dr. Vahap Önen Bu kişi benim

Yayımlanma Tarihi 1 Aralık 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 4 Sayı: 12

Kaynak Göster

APA Önen, Y. D. D. V. (2017). PAZARDA BÜYÜMENİN BİR SEÇENEĞİ OLARAK HAVAYOLU İTTİFAKLARI. Avrasya Sosyal Ve Ekonomi Araştırmaları Dergisi, 4(12).