Pg.

1 of 18
Table of Contents
QUESTION 1: Growth at Fastjet......................................................................................................................3
Growth Strategies...........................................................................................................................................3
Growth strategies...........................................................................................................................................3
How Fastjet Achieved Growth.....................................................................................................................4
QUESTION 2 External Environment...............................................................................................................7
Introduction......................................................................................................................................................7
Impact of macroenvironment at Fastjet....................................................................................................8
QUESTION 3: Risks..........................................................................................................................................11
QUESTION 4: Generic Strategies to Compete..........................................................................................16
Fastjet’s Focused (niche market) strategies.........................................................................................18
QUESTION 5: Benchmarking.........................................................................................................................21
Introduction....................................................................................................................................................21
REFERENCES....................................................................................................................................................25

Pg. 2 of 18
QUESTION 1: Growth at Fastjet

Growth Strategies
A growth strategy is a company's plan for overcoming present and potential obstacles in order to
achieve its expansion objectives (Lazenby, 2018) Companies focus on their internal strengths and
external opportunities to propel their growth. The main focus of a growth strategy is to increase the
company’s profit. Two crucial factors in choosing the growth strategy are products (what do we
currently offer and what do we want to offer in the future) and markets (where do we currently sell and
where do we want to sell in the future). The goal of any organisation is to maximise its value creation
for all of its stakeholders. As shown in Figure 1, value is created in organisations by balancing
profitability and profit growth.

Figure 1: Growth strategy balancing profitability with profit growth

Growth strategies
Some of the main growth strategies that a company needs to implement in order to to enable it to
achieve market growth to expand its market share and improve its competitiveness and profitability
are as follows:
 product development- introducing a new product into your existing market
Striving for rapid product innovation to distinguish the company’s products from those of its
competitors. Expanding the product line to add models/styles that will appeal to and attract a
wider range of buyers.
 market penetration- sell more of the same things to the same market
 market development- sell an existing product in a brand new market. For example, you may
want to segment your existing market or reposition your product in it, or target an entirely
different geographical area Expanding the company’s geographic coverage.
Pg. 3 of 18
  Diversification- sell completely different goods or services to completely different customers
and to include attributes that will attract growing numbers of customers
 Cost reduction- Driving down costs per unit to enable price reductions that attract numerous
new customers.

 Acquisitions- strategic initiatives to leverage existing resources and capabilities by entering

new businesses with existing business, a business with growth potential or venture companies
with potential to be big players.
 Franchising- franchising provides easy growth to companies with minimal risks while
providing access to additional talents, capital, distribution channels and sales outlets
 strategic partnerships- partnerships where parties in different markets partners to leverage
their businesses against the competitor, for example the partnership between most air lines
with travel agents (Lazenby, 2018)

How Fastjet Achieved Growth

We will use Figure 2 below to discuss how Fastjet achieved its growth as summarized in the case
study.

Figure 2: Growth Strategies

Pg. 4 of 18
Fastjet employed the following growth strategies to grow their market share:
1. Market penetration: Zimbabwe presents an excellent opportunity for Fastjet as the State-run Air
Zimbabwe has gone bust and has been placed under administration, ffurther routes are planned
for expansion in Zimbabwe. Fastjet now accounts for 36 percent of flight departures between
Harare in Zimbabwe and Johannesburg in South Africa, from 31 percent in the first quarter of
2018, it now accounts for 64 percent between Harare and Victoria Falls, from 49 percent
previously

2. Product development- Fastjet developed low-cost airline tag to dominate domestic and regional
networks. Fastjet’s value-based fares resonated with its regional markets to target domestic
regional routes.

3. Market development: Fastjet develops markets where state-run carries have failed, such as
Zimbabwe and Mozambique. With 575% and 45% rise in passenger numbers in Mozambique and
Zimbabwe respectively. They plan brand new entry in South Africa in 2020 to capitalize on the
failing of state run carrier SAA.

4. Diversification/product development: The CEO of Fastjet said “investment in Federal Airlines in

October 2018, providing a platform for entry into the South African market”. Federal Airlines is a
private charter and shuttle airline. It says over the last two decades; it has revolutionized the way
passengers experience private air travel through professionalism and its seamless efficiency.
Fastjet has entered the aircraft chartering market through Federal Airlines in South Africa.

5. Acquisition: Fastjet invested in South Africa bases Federal Airlines a chartering service provider
in October 2021 with an ambition to network Africa. The acquisition provides Fastjet with full entry
into the South African market.

6. Cost reduction: The CEO of Fastjet said “In 2018, we took significant and decisive action to right-
size the group and ensure the business has a solid platform on which to build future growth, whilst
these cost-cutting measures were at times painful, our newly-sized operations provide Fastjet with
a materially enhanced strategic position to pursue the growth opportunities on offer on the
continent”. The airline cut costs when it was necessary to increase profitability.

Pg. 5 of 18
7. Exit or divestment: The group’s divesture from Tanzania, resulted in deconsolidation of USD
27.2 mil in revenue and USD15.8 mil loss after taxes for the 2018 financial year. The group
terminated all aircraft lease obligations in this market. The exit from this market saved the
company future losses which would have affected their profitability and liquidity.

8. Segment leadership- Fastjet was awarded the title of Africa’s Leading Low-Cost Airline at the
World Travel Awards. Their CEO said that “To be voted for the fifth consecutive time as World
Travel Award winner is an accolade which many strive for, and is testament to the fact that
Fastjet, is consistently recognized and acknowledged by its loyal customers and travel partners,”
This award proves that Fastjet is a leader in its segment.

Pg. 6 of 18
QUESTION 3: Risks
Introduction
Lazenby (2018) described Strategic risk management as “the process of identifying, quantifying, and
mitigating any risk that affects or is inherent in a company’s business strategy, strategic objectives,
and strategy execution”. Today's world is very different from the world we lived in five years ago.
Changes in the world have an impact on the business environment. Because of the rapid and
frequent changes, organisations are now more vulnerable than ever to a wide range of risks. Some
risks are triggered by an organization's internal environment, while others are caused by its external
environment (Lazenby, 2018). Internal risks may be mitigated by introducing internal controls, while
external risks are more complex and cannot be mitigated by internal controls.

Organisational risks is made up into the following five main types:

Strategic risk: external risk as a result of outdated business plans, where the strategy of the
business no longer helps the organisation to achieve its goals. Triggers could be technological
changes, a powerful new competitor entering the market, shifts in customer demand, spikes in the
costs of raw materials, or any number of other large-scale changes.
Compliance risk: external risk that arises when a company does not comply with all applicable laws
and regulations. Non-compliance could lead to company closure or fines, but any non-compliance
has a negative impact on the company.
Operational risk: internal risk as a result of unexpected failure in the daily activities of a company.
The source could be human error or technical failure.
Financial risk: its neither internal nor external, it affects the flow of money in and out of the company.
Reputational risk: external risk as a result of a negative portrayal of the organisation that may result
in loss of customers, employees, shareholders with huge financial losses. Social media platforms and
the internet makes it easy for anyone to tarnish a brand’s reputation (Lazenby, 2018).

Each identified risk should be analysed, evaluated, and mitigated, and the mitigation steps should be
monitored and reviewed to determine whether the risk has been successfully controlled. This is a
continuous process because the identified risk cannot be completely eliminated but can be controlled;
new risks are constantly identified, necessitating the review and improvement of internal controls.
Figure 5 shows that risk management might provide opportunities for companies to improve their
processes (Lazenby, 2018).

Pg. 7 of 18
Figure 5: Steps to follow to address identified risks (Source: Lazenby, 2018)

Airline Risks and How Fastjet should respond to them

In their 2018 Survey Ernst and Young (EY) identified Top 20 risks facing global airlines. Strategic
risks were the most prevalent in the top 20 risks in 2018 at 34% (up two from 32% in 2017),
surpassing operational risks which was the largest element in 2017 and makes up 30% of the risks
in 2018 (down from 36% in 2017). Compliance risks increased by 3% from 10% in 2017 to 14% and
financial risks were up 1% to 23% from 22% (O’Driscoll 2018). Refer to Figure 6 for an illustration of
the survey findings.

A similar survey in 2019 ‘Competition’ was identified as the number one risk facing global airlines for
the fourth time in a row. With ‘Operational risks’ were the most prevalent in the Top 20 risks in 2019
at 34%‘ Strategic risks’ represented 33% and financial risks represented 24% and ‘Compliance
risks’ decreased by one point to 9%. The EY survey includes responses from airline executives in
both the Americas (North and South), Europe, the Middle East, India and Africa (EMEIA) and Asia
Pacific and Japan (APAC).

Figure 6: Results of EY’s 2018 survey on the top 20 risks facing global airlines

We will discuss the Top 10 airline industry risks as per the EY 2019 Survey and suggest solution on
how Fastjet can deal with the risks:

Pg. 8 of 18
1. Competition
Cheap airfares are drawing customers to the growing aviation market. Particularly in Africa,
where regional low-cost airlines such as Lyft, FlySafair, Kulula and Fastjet have gained great
market share. Since low ticket prices are advantageous to customers, other airlines are forced
to lower their ticket prices to compete. Those airlines that cannot lower their prices are
eliminated from the market. Yet, industry experts predict that future airfares will increase since
this fierce competition cannot be sustained (Daniel Metz, 2019).

The entry of Ethiopian Airlines as a domestic carrier in Mozambique led to Fastjet’s operational
loss of USD41.2 million in 2018. Fastjet already operates as a low cost airline offering the
lowest prices in the market, a new market entrant offering ticket prices lower or similar to their
prices threatens their market share. The airline should build a large customer base and
extend wide and far in Africa to build its network while keeping their prices low to remain
profitable. Fastjet needs to build their brand, through excellent service as defense
strategy to make it difficult for new market entrants to gain market share.

2. Fuel Prices
According to some estimates, 30% of an airline's operating expenses are related to fuel,
therefore any rise could have a substantial impact on profitability. The Russian invasion of
Ukraine has increased the unpredictability of the crude oil price. Without large-scale hedging or
long-term contracts, airlines are vulnerable to this inflated market pricing (Stalnaker et
al.,2022).

Higher fuel costs can lead to ticket price increases, but Fastjet should opt to absorb the fuel
price for the customer by keeping ticket prices low, this will allow them to maintain growth or
increase market share.

3. Data intelligence threats and cybercrime

American airline Delta experienced a network interruption in January 2017, leading to 270
flight cancellations and delays. Recent events demand that security professionals treat the
possibility of hacking into a live flight management system as a matter of "when," not "if."
(Stalnaker et al.,2022)

Fastjet will need to invest in analytics, modelling, and simulation tools in order to develop
focused strategies that appeal to a variety of expanding demographic groups and the minds
and wallets of consumers. When considering future technological expenditures, executives

Pg. 9 of 18
 and security professionals at Fastjet should consider all types of cyber security concerns that
are unavoidably inherent to such innovation. From this vantage point, they will be better
equipped to incorporate risk mitigation techniques early in the planning and design cycle of
their new technology.

4. Cost control
The future of the aviation industry is being shaped by new competitors, evolving industry
structures, and changing economic conditions, making it difficult for airlines to show profits
due to labour and fuel costs. The cost to maintain airplanes is also increased (Stalnaker et
al.,2022).

To keep costs low Fastjet could outsource some of its operations to third parties. Activities
such as baggage handling, check-in, cleaning, maintenance, fueling, and regional flying
service can be outsourced to increase operational efficiency and profit while reducing costs.

5. Macroeconomic factors
The reduced business travel has contributed to the slow recovery of airlines post COVID.
People prefer to make online meetings rather than travelling. This has resulted in less people
travelling business class with airlines missing out on the high profit margins associated with
business class travelers. The COVID-19 pandemic slowed travel for almost two years, with
most airlines not surviving the impact of COVID-19 travel restrictions.

Fastjet should capitalize on the post-COVID travel bug, as people are eager to "live" once
more. Individuals who were not financially impacted by COVID have savings that they are
willing to spend on leisure travel.

6. Safety management

Airlines are subject to restrictions in aircraft operations and safety that are outside their control,
presenting a risk to operators (Stalnaker et al.,2022).

Fastjet should hire full-time consultants or internal experts who will be responsible and
accountable for ensuring that safety regulations are followed and that controls are integrated
into the airline's daily operations in order to achieve the highest safety standards.

7. Brand reputation

Pg. 10 of 18
 Confrontations between passengers and the crew are being filmed and posted on social media
and the internet.

These incidents highlight the significance of having a well-defined communications response

plan in place for Fastjet. Incidents cannot always be avoided, but how a company responds to
them can determine whether the story is forgotten in a day or has a long-term impact on the
bottom line. Being voted as a Leading low-cost Airline at the World Travel Awards five times in
a row helps Fastjet to build a strong brand as a reputable company.

8. Foreign exchange
Zimbabwean authorities have been failing to repatriate revenues due to foreign airlines
estimated at over US$100 million. The African reported that “liquidity challenges and
fluctuations in foreign currencies have resulted in job losses to African airlines, airports and
other strategic institutions and pillars that drive air transport’s contributions to the African
economy”

Fastjet should ensure that it has a good cash flow to be able to mitigate for such risks in order
to not affect its operations.

9. Key labour shortages

This was an issue prior to the pandemic and will exacerbate in some areas. With reduced
activity over the last two years, many pilots have left the industry. In 2018, Boeing predicted a
demand for 790,000 new pilots over the next 20 years (Stalnaker et al.,2022).

Fastjet should look beyond African borders for pilots and be willing to pay more than the
market average. They also have opportunities to hire experienced pilots who have been laid off
by state-run airlines.

10. Business interruptions

The COVID-19 pandemic grounded flights, with the African Union reporting that the pandemic
inflicted significant damage on the African continent’s airline and aviation authorities; with
estimated revenue loss at USD2.2 billion for the year 2020.

Fastjet could offer business travelers with less luggage a reduced fee to attract cash strapped
commuters.

Pg. 11 of 18
QUESTION 4: Generic Strategies to Compete

Meeting the needs of their customers is the primary focus of every business because it helps them
achieve their financial objectives. Businesses use “generic” business level strategies to meet the
needs of their customers. Business level strategies describe the steps taken to meet customer needs
and gain a competitive advantage by leveraging the company's core strengths in specific niche
markets for goods or services. A company's position or market share in an industry in relation to
competitors and the five forces of competition is a topic of business-level strategy (Lazenby, 2018).

To be competitive a company must understand who will be served, what their needs are, and how
those needs will be met. Business level strategies addresses the question of how a business will
compete in a particular industry. The first four generic business-level strategies were developed by
Porter during the 1980s, while Mintzberg later added the fifth. They are the following (Lazenby, 2018):
1. A low-cost provider or cost leadership strategy
2. A broad differentiation strategy
3. A best-cost provider strategy
4. A focused (or market niche) strategy based on low costs
5. A focused (or market niche) strategy based on differentiation

The five generic business strategies as illustrated in Figure 7 are distinguished by two key
dimensions: the market targeted and the type of competitive advantage pursued. If an organization's
target market consists of a broad range of customers, its strategy should be centered on a low-cost
provider strategy or broad differentiation. Companies with a narrow customer focus or a niche market
focus should employ targeted strategies. In addition to this dimension, organisations should
distinguish between the types of competitive advantage sought. The positioning of an organisation
based on a combination of these two dimensions will indicate which of the five generic strategies to
pursue.

Pg. 12 of 18
 Figure 7: Generic business level strategies (Source Lazenby, 2018)

Fastjet’s Focused (niche market) strategies

Fastjet’s competitive strategy is a Focused low-cost strategy as discussed in Table 1 below.

Table 1: Fastjet’s Focused low-cost competitive strategy

Unique Feature Focused Cost Fastjet’s approach

Leadership
Target market A narrow market niche Based on geographic uniqueness of the region
where buyer needs and targeting SADAC region. Focusing on
preferences are business, leisure and tourism travel, the
distinctively different majority of which is leisure and tourism routes.
The market is big enough to be profitable and
offer good growth potential.
Sustainable Lower cost than rival Selling air tickets at prices lower than
competitive edge serving in the same competitors (Air Zimbabwe, SAA etc)
market Previous market leaders are no longer in
operation.
Industry leaders such as Emirates do not see
that having a presence in the niche is crucial to
Pg. 13 of 18
Unique Feature Focused Cost Fastjet’s approach
Leadership
their own success
Few rivals are attempting to specailise in the
same market ie only Ethiopia Airlines entered
Mozambique in 2019
Products and Features and attributes Targeted at regional travel between tourist
service tailored to the tastes and destinations, taking advantage of the many
requirements of niche Safari destinations in Africa
members
Production A continuous search for Fastjet invested in Federal Airlines to enter the
approach cost reduction while private charter and shuttle business and to
incorporating features assist its expansion in South Africa
and attributes matched to
niche member
preferences
Marketing Communicates attractive Fastjet has positioned its business as a low-
approach features of a budget- cost airline and they market their business as
priced product offering such. They were awarded the title of Africa’
that fits niche buyers’ Leading Low-cost Airline at the World Travel
expectations Awards five times in a row. This awards helps
to solidify their brand as a trusted Low-cost
airline.
How to maintain Commitment to serving a Fastjet continues to introduce new routes to
this strategy niche market at lowest tourist destinations in Africa at low-cost.
overall cost; not blurring
the organisation’s image
by entering other market
segments or adding
products

QUESTION 5: Benchmarking

Pg. 14 of 18
Introduction

Benchmarking is the process of continuously recognizing, understanding, and adapting best

practices and procedures that are used both inside and outside the organisation. The findings are
then put into practice (Lazenby (Kobus), 2018). David 2011 said that “Benchmarking is simply
comparing a firm to the best firms in the industry on a wide range of performance-related criteria”.

David 2011 described benchmarking as “Benchmarking entails measuring costs of value chain
activities across an industry to determine “best practices” among competing firms for the purpose of
duplicating or improving upon those best practices. Benchmarking enables a firm to take action to
improve its competitiveness by identifying (and improving upon) value chain activities where rival
firms have comparative advantages in cost, service, reputation, or operation”. Yet, common sources
of benchmarking data include reports that have been published, trade journals, suppliers, distributors,
clients, partners, creditors, shareholders, lobbyists, and willing competitors' companies (David, 2011).

A typical benchmarking exercise is a four-stage process. The four stages are as follows:
Planning: This involves identifying, establishing and documenting specific study focus areas, key
events and definitions. 30% of benchmarking is spent on planning.
Data collection: This involves the selection of appropriate data collection tools to accumulate
qualitative data and learn from the best practices of different organisations. 50% of benchmarking is
spent on data.
Data analysis and reporting: This is the critical evaluation of practices followed at high-performing
companies, and the identification of practices that encourage and deter superior performance. A
detailed final report is presented, which contains key findings. 20% of benchmarking is split between
data analysis and reporting.
Adaptation: This entails creating an initial action plan to adapt and implement high-performance
organizations’ practices (Lazenby (Kobus), 2018).

Benchmarking at Fastjet
We describe how Fastjet applied different benchmarking strategies for their benefit in the table below.

Pg. 15 of 18
Table 00: Benchmarking type, description, purpose
Type of Description Purpose
Benchmarking
Strategic It includes investigating the long-term strategies The objective is to evaluate the companies' core
Benchmarking and approaches that enabled the 'best practice' competencies, product/service development,
organisation to succeed. and innovation strategies in order to improve a
company's overall success.
Fastjet’s Fastjet analysed the number of competitors, their annual revenue, number of passengers, each
application competitor’s market share, their routes, flight frequency, average ticket prices and efficiency. They
studied long-term strategies of the regional state-run carriers, to learn how these air lines were
successful. Where the airline is no longer operational, Fastjet learned what led to their failures.
Understanding the competitor market share helped Fastjet to set their long-tern strategies.

Fastjet’s long-term strategy is to be a low-cost carrier that competes or fills gaps in countries
dominated by government supported airlines. They are focused on point-to-point routes with daily
flights to this routes; however, they have had a significant impact on national carriers in terms of
lowering fares, increasing efficiency, and thus maintaining market share at specific airports.
Fastjet’s routes are tourist routes, highly targeting international and local tourists and regional
business travelers.
Performance Consider an organization's position in relation to To identify ways to close performance gaps, the
Benchmarking key product and service performance relative level of performance in important areas
characteristics in the same industry. or activities is compared with others in the same
industry.
Fastjet’s Since the amount of passengers carried from a particular airport is highly correlated with market
application share, all carriers compete for that share (Babic [Link]. 2014). The performance of Fastjet is
dependent on the airports and routes that they select to operate from.

In order to have good performance, Fastjet needed to understand the economic status of their
markets, geographic size of the country, key driving factors for flying demand (internal tourism,
domestic tourism or business travel) and decide on which airports to operate from. Fastjet
capitalized on the failure of national carriers and learning best practices from the likes of Kenya
Airway, Air Zim, Ethiopia Airlines and SAA to position themselves in international airports in
Zimbabwe, Mozambique, and Johannesburg. They introduced low cost, frequent flights to popular
tourist destinations, this increased their market share.

Process The goal is to enhance certain crucial The goal is to make important process
Benchmarking organizational processes and functions. improvements in order to reap benefits.
Fastjet’s According to Babic et al. (2014), market share will also be impacted by the competitive
application performance of airline competitors, particularly their efficiency.

Pg. 16 of 18
Type of Description Purpose
Benchmarking

Fastjet claimed "It was riding on a business model that expanded beyond its low-cost airline brand
to dominate domestic and regional networks. Value-based prices and budget carrier concepts were
blended in its approach, and this appealed to its regional markets”. Five times in a row Fastjet was
awarded the title of Africa’s Leading Low-Cost Airline at the World Travel Awards. They said this
reinforces their commitment to providing top-notch services, setting new standards for travel, and
actively preventing the spread of the virus while boosting traveler confidence as they continue to
promote both new and existing business and leisure travel and tourism opportunities in the areas
we serve. This proves that Fastjet successfully learned from their competitors to improve their
processes to be even better than that of the competitor.
Functional To find ways to improve similar functions or This kind of benchmarking can spur creativity
Benchmarking work processes, an organisation compares itself and significant advancements in processes or
to organisations from other organizational services.
sectors.
Fastjet’s In general, market share can be expressed in a variety of ways depending on the variable being
application considered such total number of passengers, frequency, number of available seats, and so on. An
airline may opt to increase frequency on certain routes while others may offer more seats by using
bigger airplanes. (Babic et al. (2014)).

Fastjet said that “Having listened and acted on feedback from our loyal customers, we have over
the years, adapted our business model, evolving to our current business model, which while still
retaining low-cost principles extends inclusive value-based fares and new travel opportunities”.
They use smaller planes as the number of passengers is not high and fly frequently to take
advantage of international travelers who connects from international airports to different tourist
destinations.

The group bought a chartering business, Federal Airline in 2018 with an ambition to network Africa
as the company offers private chatter and shuttle airline. This investment has helped Fastjet to
enter the chartering market.
Internal Involves comparing the various departments' The organizational functional areas could serve
Benchmarking internal functioning. as excellent practice examples. The
management wants to immediately implement
this good practice across the entire company.
Fastjet’s Fastjet should analyse how they increased to 575% in passengers in Mozambique and 45% in
application Zimbabwe even with a volatile currency situation. In 2019, the group managed to achieve year-on-
year growth of 70% in Zimbabwe with 36% market share of flights between Zimbabwe and
Johannesburg, they also accounted for 64% market share between Harare and Victoria falls. The
factors that they to this success should be learned to be implemented in other regions. A route like
Johannesburg to Mauritius is similar to Harare and Victoria falls as they are both tourist

Pg. 17 of 18
Type of Description Purpose
Benchmarking
destinations.
External Involves evaluating and contrasting itself with Due to a lack of best practices within internal
Benchmarking other, external organisations that are regarded business divisions, it offers opportunity to learn
as being the finest in their field. from those who are the best in the industry.
Fastjet’s An airline with a dominant presence at an airport has a better chance of attracting customers
application whose trips begin at that airport, regardless of the specific route taken by the customer (Babic et al.
2014). Fastjet need to understand who are the dominant players in each route and come-up with
strategies to gain the market share.

Because of their large market share, the dominant players have had monopoly power. The airlines
represent a national flag carrier that is supported by the national government and will not fail. All of
these airlines performed poorly in terms of partial productivity, customer service quality, and
profitability (Akbar et al., 2014). Nonetheless, their market share remained surprisingly high for a
long time due to state aid that covered the majority of their costs, allowing them to maintain their
market dominance.

Fastjet realized that introducing a low-cost model will force these dominant national governments
supported airlines to also lower their prices. The dominant airlines could not afford to lower their
prices to match Fastjet’s low prices as they were already running at a loss. In addition to lower
prices Fastjet needed to identify distinct air travel groups based on frequency, purpose, and
destination of air travel, as well as study the relationship between frequent-flyer programme
participation and traveler and market characteristics (Babic et al. 2014).

Pg. 18 of 18
REFERENCES
1. Akbar, Y., Németh, A. & Niemeier, H-M., 2014. Here we go again… the Permanently Failing Organization: An
application to the airline industry in Eastern Europe. Journal of Air Transport Management 35, 1-11
2. Babic, Danica & Kuljanin, Jovana & Kalic, Milica. (2014). Market Share Modeling in Airline Industry: An Emerging
Market Economies Application. Euro Working Group on Transportation 2014, EWGT2014. 3.
10.1016/[Link].2014.10.019.
[Link]
3. Daniel Metz (2019) Competition in the aviation industry viewed, Aviation and Competition Law research 04 Mach
2023
[Link]
4. David F.R (2011) Strategic Management, concepts and cases. 3rd Ed. Prentice Hall: New Jersey.
5. Hough, J. et al (2011). Crafting and Executing Strategy. Creating Sustainable High Performance in South Africa.
Second edition, McGraw-Hill.
6. Jason Gordon, 2002, System Theory of Management- Explained, The Business Professor, LCC viewed 04 Mach
2023.
[Link]
management
7. Jones, G.R., George, J.M. & Hill, C.W.L (2013) Contemporary Management. 8th Ed. Boston: McGraw Hill.
8. Louw, L. et al (2014). Strategic Management “Developing Sustainability in Southern Africa”. Third Edition. Cape
Town; Oxford University Press
9. Sean Ludwig, 2022. The Most Important Issues Facing the Aviation Industry Today. US Chamber of commerce,
viewed 04 Mach 2023.
[Link]
10. Current risks and threats to the aviation industry (2022). FLIGHTWORX viewed 04 Mach 2023.
[Link]
11. Pat O’Driscoll (2018). Top ten risks facing global airlines – EY 2018 survey viewed 04 Mach 2023
[Link]
12. Seamus Feeney (2019) Top 20 risks facing global airlines – EY 2019 survey viewed 04 Mach 2023
13. Fastjet lays out strategy after fine run (12-11-2020). News Day. Viewed 04 Mach 2023
[Link]
14. Fastjet to Consolidate African Strategy After Growth in Zimbabwe, Mozambique (29-04-2019). Economics News
Network. Viewed 04 Mach 2023
15. [Link]

Pg. 19 of 18