Many would say that in a sense, Scandinavian Airlines was destined to succeed. The reason we say this is simply because of the fact that, while their beginnings were humble, they weren’t as humble as some others have been over the years. Scandinavian Airlines was born when a Swedish investor and a couple of local airlines in Scandinavia joined together. The net result from that brought existing assets to the company which meant they had certain advantages. This meant a fast acceleration into efficient operation with all of the pooled assets, resources and airline infrastructure already in place to add to a fast upbringing. But, they have been hugely successful, so the beginning was really not any kind of fluke.
If we take a look at 2006, SAS reported revenues of more than 42 billion Swedish Krona, or SEK. In 2006 alone, they carried over 25 million domestic and international travelers. That alone put the airline at #9 on the top 10 in Europe charts. A large part of that success was due to smart mergers and acquisitions for SAS. Among other things, they are a founding member of the aviation consortium known as the Star Alliance Group. SAS was willing to join forces with many other airlines in the past 50 plus years, and that strategy has paid off. Brand awareness and marketing is a large portion of the success of any airline. Scandinavian Airlines created a tremendous coup in world wide brand awareness during the mid 1950s. One of the first routes over the North Pole was a maiden flight to Los Angeles on the western United States coast line. This route allowed them to take advantage of a huge branding opportunity, coining the “round the world service over the North Pole” phrasing. The destinations serviced by that exact route included Denmark, Alaska and Japan.
Another brilliant business move for Scandinavian Airlines occurred in 1997. Star Alliance is a group that was set up by airlines, together with United Airlines, Air Canada, Lufthansa and Thai Airways.
This set-up of airlines around the world was part of a continuing plan which came together in the shape of the alliance. Then, in 2001, there was a major structural reorganization resulting in SAS ownership being spread out among three Scandinavian countries and public ownership through stocks. Denmark, Sweden and Norway are the three countries concerned with this. Nevertheless, the shareholding of public stocks of the business lingers at 50%.
A good deal of the achievements made by the company came about because of the predictions the management had during the end of the 20th century.
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