The document summarizes the merger of Air India and Indian Airlines to form National Aviation Company of India (NACIL). It discusses the history of the two airlines, the volatile aviation industry environment, issues with the merger execution including increased debt loads and declining customer service, and objectives of analyzing the case such as implications of poor strategic execution and neglecting employee concerns during the merger.
2. Agenda
Introduction: Why NACIL?
Company History: How NACIL Came To
Be?
Industry Overview
Pre-Merger Details
Post Merger Effects
Issues Dealt in the Case
Objectives of the Case
3. Why NACIL?
Live Example in Business Strategy
Complexities involved in the Integration
What Not to Do in a Merger!!
Branding India!
4. How NACIL Came To Be
TATA Airlines
Air India
Air India 1953 Indian Airlines
International
NACIL
5. Industry Overview
Volatile nature of the Industry
Capital Intensive Nature
Highly Competitive
Global recession
Declining passenger revenue
ATF prices – All time high
6. Pre-Merger Details
Massive fleet expansion planthe
On May 2007,
Air India Looking for Bailoutthe
GOI finalized
Suggestion plan of Indian’s
for Merger by GOI
merger with Air
Accenture Recommendation
India.
Employee Strikes
7. Expectations
Financial Turnaround of Air India
Economies of Scale
Integration of network
Integration of IT systems
Leveraging scale for joint procurement
Customer Service
Star Alliance
Reincarnation of the brand
8. Post Merger Effects
Deeper Debts
5000 Crore
Poor customer
service
Loss of Market Share
Lowest Passenger
Load
Decline in morale
9. Issues
(Mis)Management
Execution of the turnaround plan
ERP implementation
Marketing
Lack of Vision
10. bjectives
Implication of bad execution of strategy
Effect of neglecting employee concern
before merging two entities
Right time to go for ERP as a part of
Turnaround strategy
Management instability