Business Environment Analysis: A Case Study of British Airways

BUSINESS AND BUSINESS ENVIRONMENT
1

Table of contents
Introduction......................................................................................................................................3
Part 1:...............................................................................................................................................4
1. Introduction [P1, M1]..............................................................................................................5
2. Explanation of different kinds of organisation [P2, M1].........................................................5
Background..............................................................................................................................5
Size and scope..........................................................................................................................5
Vision and mission...................................................................................................................6
Business objectives...................................................................................................................7
Legal structure of organisation and Stakeholders....................................................................7
3. Demonstration of interrelationship and their linking with organisation [P3, M2]...................8
Functions of the organisation...................................................................................................8
Interrelation of function with organisational structure.............................................................9
Conclusion.................................................................................................................................10
Part 2:.............................................................................................................................................11
Introduction................................................................................................................................12
1. Macro environment and PESTLE analysis of the organisation [P4, M3]..............................12
2. SWOT analysis [P5, M4].......................................................................................................13
3. Internal and external environment analysis along with effect in decision-making process
[P6, M4].....................................................................................................................................14
Conclusion.................................................................................................................................14
Conclusion.....................................................................................................................................15
Reference list.................................................................................................................................16
Bibliography..................................................................................................................................18
Appendices....................................................................................................................................20
2

Introduction
In a business, the environment analysis is necessary for sustaining their growth. Nowadays, the
number of competitors has increased which impacts the sustainability of a company and
promoting growth. Along with this, both the internal and external environment of a company
impacts on their production, employee retention, customer outcome and other aspects which help
to enhance growth. However, several business organisations have taken strategic management in
order to analyse the effectiveness and standards of their business. Thus, in the current study, the
learner has evaluated and analysed systematically about the issues in three business organisations
and their environmental management.
3

Part 1:
Executive Summary
In the current study, the learner has evaluated and analysed systematically about the issues in
three business organisations and their environmental management. The airline companies British
Airways, BMI Regional, and RVL aviation are differentiated in major three categories such as
Profit, Nonprofits and governmental organisations. In the comparison to the BA, the other two
companies are not having enough stakeholders in the company. Thus, in this way, the
competitive advantage can be achieved.
4

1. Introduction [P1, M1]
Organisations are differentiated in major three categories such as Profit, Non-profit and
governmental organisations. Profit organisations conduct several operations in order to get
revenue and about 85% business firms are profit organisations. On the other hand, in case of
non-profit organisations operations, an advocacy is conducted without any return on revenue.
However, in case of government organisation, the employees work for common people and the
government. According to the types of organisations and their funding system, their works and
services become different. In spite of having different size and scope, similar kind of
organisation works on similar tasks. Thus, being the airline companies British Airways, BMI
Regional, and RVL aviation is also performing similar tasks with high degree of competition in
the UK market.
LO1
2. Explanation of different kinds of organisation [P2, M1]
Background
In case of British Airways, it is the biggest airline company in the UK according to the fleet size
and the second largest according to the passenger carriage, after EasyJet. Being the international
Airline of the UK, this airline company is connecting 183 destinations. In 2016, the company has
achieved about 11,443 million euro revenue. Two major categories are Airbus and Boeing which
have been strategically incorporated to enhance their business. On the other hand, the flyBMI or
BMI International Company which is another emerging brand is much lower in fleet size and
passenger capacity (flybmi.com, 2018). This organisation can be placed in the medium firm as it
has only 8 connectivity airports in 8 countries. Recently the number of destination has increased
to 27 and the company is now having more than 400 employees. However, another limited SME
Airline company is RVL aviation which is promoting their business by limiting them in the
Atlantic region (rvl-group, 2018). Along with this, the fleet size of the company is also smaller
than the above-mentioned companies which are of 15 feet. According to the types of
organisations and their funding system, their works and services become different. In spite of
having different size and scope, similar kind of organisation works on similar tasks. Thus, being
the airline companies British Airways, BMI Regional, and RVL aviation is also performing
similar tasks with high degree of competition in the UK market. Additionally, the number of
employees including their ground and cabin crew is below 200 people. According to Akamavi et
al. (2015, p.528), number of employees of a company determines the size of a company, not the
revenue. Thus, in this case, it can be stated that the British Airways is a big company with the
multinational field and the flyBMI company can be placed in the middle sized company. RVL
Aviation Company can be placed under the small sized business.
5

Size and scope
The business growth of an organisation depends on the number of employees and organisational
structure. According to Aktas et al. (2015, p.98), in case of a company with small employee
support they have difficulty in developing their business especially in case of a service provider
company. Being a big firm, the British Airways company has generated 12.2 billion British
pounds which is equivalent to 16.4 billion US dollar and hence, they have become one of the
most successful international airline companies (britishairways.com, 2018). It has been also
noticed that they carry about 145,000 customers every day and 40 million customers every year.
In future, the company is focusing on opening more airline services in 23 more countries. On the
other hand, in case of FlyBMI Company, only 135 to 145 aircraft are present to meet the daily
airline requirements of the people. Hence it is the strength of the company. Along with this, the
government is also responsible for enhancing the business. As opined by Ayala and Manzano
(2014, p.126), it is important for a small and medium company to promote their business strategy
in order to attract more consumers. Thus, both the FlyBMI and RBL aviation companies have
been strategically managing their price rate in charter, general and cargo flights. In their future
scope, both the companies are getting high market competitive rivalry from other companies. It
has been noticed that the FlyBMI Company has 43 destinations and the RVL is having only 8
destinations. Critically, Chen et al. (2014, p.326) argued that, in order to protrude in any new
places, the companies can remodel their functional and operational aspects like other leading
SME companies. On the contrary Flynn et al. (2018, p.85) argued that in case of the UK airline
companies, the scope of business sustainability is quite high after the Brexit period. It has been
noticed that, after implementation of Brexit duties, the UK pound is increased in the international
market which impacts of the business organisations; thus, a little effort in business of SME
companies can enhance their growth and sustainability in the competitive market.
Vision and mission
British Airways
Vision: ‘To Fly, To Serve’
Mission: The mission of the company is to promote growth by providing premium service to the
passengers
flyBMI
Vision: ‘We go the extra mile'
Mission: The mission of the company is to provide safe and comfortable services.
RVL Aviation
Vision: ‘Specialist aviation service’
Mission: The mission of the company is to provide highly comfortable experience at a low-cost
expense.
6

Business objectives
The business objectives mostly depend on the investments of a company. As opined by García-
Holgado et al. (2015, p. 93) that, in case of a business organisation with low business
investments have issues to meet the goal and objectives of their concerned business. In case of
the British Airlines, their primary competitors are EasyJet Company and they generate the
objectives by analysing the competitive market. Mostly, the company focuses on the competitive
cost, CSR, up gradation of customer experiences by their services, and many more.
● Competitive cost
● Corporate Social Responsibility (CSR)
● Up gradation of customer experiences by their services
On the other hand, in case of the FlyBMI Company, they have certain disturbance. As a result,
the reputation of the company has defaced. As argued by Grant (2016, p.636), in case of a
service provider company needs to have high reputation to promote business. Thus, in case of the
company, they have been focused on the objectives to retain the reputation.
● Up gradation of comfortable journey
● Training to the cabin and ground crew to serve properly to the customers
● Increase the number of destination services
However, in case of the RVL Company, the most significant barriers to their business are the
lack of funding. According to Halpern et al. (2016, p.33), due to lack of funding, a business lack
its opportunity to get the sustainability. On the contrary, in post Brexit period, enormous amount
of emerging business is providing competitive rivalry to the company. As a result, they are
focusing on the marketing strategy to attract a certain economic group as their customer.
● Strategic management in price in order to enhance the customer outcome
● Attracting customers with lucrative advertisements about the benefits of safari
● Providing customers low-cost services
Thus, it can be stated that with the help of these objectives these airline companies of the UK can
get the competitive advantages in the high rival environment. Several business organisations
have taken strategic management in order to analyse the effectiveness and standards of their
business. However, Herliana (2015, p.151) argued that not only the objectives of a company help
them to enhance the competitive advantage but a set of strategic and operational process are
required in order to achieve a long-lasting sustainability.
Legal structure of organisation and Stakeholders
Legal structure of an organisation refers to the involvement of stakeholders and partners in an
organisation. According to Kolk (2016, p.23), the legal structure of an organisation also involves
the relationship of sole trader or the partnership of a business along with the hierarchical system
within the respective organisation. Most commonly the Private Limited companies are noticed in
the airlines. In case of both FlyBMI and RVL Company, the privately limited model can be
noticed. These businesses are entirely conducted with the private liabilities and stakeholders. In
7

case of BVL Company, their main proprietor is Reconnaissance Ventures Limited. As opined by
LaPlante and Paradi (2015, p.33), among this kind of companies, the liabilities of the company
are limited by the shares and a small number of stakeholders are involved. On the other hand, in
case of the FlyBMI airline company, the company is controlled by a number of stakeholders and
their parent sole proprietorship of Airline Investments Limited (AIL). Luftman et al. (2017, p.26)
supported and commented that these companies cannot enlist their shares in the stock exchanges
due to the minimum capital requirement issue. On the contrary in case of the British Airlines
company, it is entirely a Public Limited company who has the capital requirements of 50,000,00
euro. Along with this, the parent company is also one of the international Airline Giant
companies commonly known as International Airlines Group. However, the company is not
listed under the PLC name as the UK government is now owing to the business and are
controlling it entirely. However, a number of stakeholders are engaged such as Qatar Airways
and Air Liberte (French airways). In the comparison to the BA, the other two companies are not
having enough stakeholders in the company. Critically Niehm et al. (2015, p.85) argued that with
the help of effective stakeholders a business can grow as it can get adequate amount of financial
support. Porter and Kramer (2017, p. 327) supported and commented that with the help of proper
stakeholder support the market risk of a company can be lowered.
LO2
3. Demonstration of interrelationship and their linking with organisation [P3, M2]
Functions of the organisation
Inside an organisation, several management and production functions are taken places.
According to Stam et al. (2014, p.152), the function is depending upon the status of the business,
availability of liquidity and involvement of stakeholders. On the contrary Schandl et al. (2016,
p.45) argued that, along with the monetary factors, the internal and external environment also
impacts on the functions of an organisation. Along with this, a sustainable organisation changes
chair strategy according to the availability of these factors. Thus, in case of BA Company, due to
the presence of these factors, the functioning has been effectively conducted. Among them, the
most significant functioning is the human resource management. It has been noticed that, after
massive falling in the employee retention rate in 2011, it drastically increased and turned 42,000
employees in 2015. On the other hand, in case of RVL and FlyBMI companies, the number of
skilled and proficient employees is very few which impacts on their competitive advantages.
However, Porter and Kramer (2017, p. 327) argued that another function of a company is
Authority and fixation of responsibility in production.
Thus, being service providing Aviation Company, these companies have successfully
departmentalised their leadership and employment module in order to increase the quality of
products and services. Another significant function of the airline company is the engineering and
production of fine and secured aerospace engineering products. In this case also, the British
Airlines is leading their business. It has been noticed that the BA Company is having two
exclusive aerospace material production companies which are Boeing and Airbus. These
companies are produced by British Flag Printed exclusive airplanes for the company. Niehm et
al. (2015, p.85) supported and commented that this kind of unique production attracts more
8

customers and also reduce the production cost. On the contrary, in case of RVL Company and
FlyBMI, both of them have to purchase the parts of airplanes from Cirrus Aircraft and
Bombardier respectively, and in comparison in a high price rise on the products. As a result, the
production cost increases. According to Luftman et al. (2017, p.26), the high cost of production
might lower the cost control and the customers tend to avoid the products due to its high cost.
Several business organisations have taken strategic management in order to analyse the
effectiveness and standards of their business. Thus, in order to increase the production, the
research and development of the airplanes might be conducted. On the other hand, the finance,
accounting, and marketing are other operations which impact on the increase of consumers. As
opined by LaPlante and Paradi (2015, p.33) marketing has become one of the most significant
strategic management which impacts on the customer outcome directed by increasing reputation
of the concerned company. However, in the FlyBMI company is now trying to reach to the
maximum number of customers by social site marketing and advertisements.
Interrelation of function with organisational structure
Each and every organisational function is interrelated with the organisational structure. In case of
BA Company, it is the governments own company and the employees are working on behalf of
government of the UK. According to Flynn et al. (2018, p.85), in case of a government own
firm, the management and leaders are liable to maintain the rules of employment set by the
government. Thus, in this scenario, the accounting, financial, management and production, all
functions are conducted with the equal participation of employees and management. Thus, a
semi-democratic leadership system can be noticed with lower employee dissatisfaction.
However, on the other hand, Kolk (2016, p.23) argued that most of the small and medium-sized
enterprise companies are having an autocratic leadership system which has a significant
employee management gap. Along with this, the RVL Company is losing about 23% of their
skilled employees every year due to lack of employee motivation in the company.
Figure 1: Organisational structure of British Airways
9

(Source: britishairways.com, 2018)
Conclusion
Thus, it can be concluded that these three companies are the rival of each other in the airway
market of the UK. However, by promoting several strategic plan and support of various
stakeholders, the BA Company is leading the market after EasyJet PLC Company. Legal
structure of an organisation refers to the involvement of stakeholders and partners in an
organisation. Along with this, the business objectives mostly depend on the investments of a
company. Hence, in this way, the BA Company has achieved competitive advantages in market.
10

Part 2:
Executive Summary
In the current part of study the researcher has conducted a systematic analysis in order to know
the strength, weakness and other aspects of the company. As for this reason both SWOT and
PESTEL analysis have been conducted by the learner. However, by promoting several strategic
plan and support of various stakeholders, the BA Company is leading the market after EasyJet
PLC Company. Legal structure of an organisation refers to the involvement of stakeholders and
partners in an organisation.
11

Introduction
Macro environment is the factor which impacts externally on a business and impacts on the
decision making of organisation and performances, strategic management and the function of the
respective organisation. However, there are several factors are present which are collaboratively
known as macro environmental factors. In case of the British Airways company, the function and
production have been analysed systematically in the current part of study in order to know the
strength, weakness and other aspects of the company.
LO3
1. Macro environment and PESTLE analysis of the organisation [P4, M3]
Factors Organisational Context
Political Due to the stable political scenario and being a government
organisation, the company gets a lot of support. However, in the
context high unlawful immigration rate in the UK, the company is
facing several issues in safety and security.
Economic According to Grant (2016, p.636), after leaving European Union or
after the Brexit, it has become easier for the company to sustain in
the market with 100% revenue retention. Previously, the amount of
tax in EU affected by the revenue which has been revised after
Brexit. However, the business of the BA company has been
dropped in 2008 due to extraordinary financial crisis and collapse
of sterling.
Social It has been noticed that due to the rising rate of terrorism, the BA
company is having issue for increasing their business. Along with
this, the increase of competitive rivalry with EasyJet PLC and other
leading airline brands in the UK, the company is getting
tremendous pressure.
Technological Various upgraded technology has increased the promotion and
customer outcome, such as
● App dependent mobile phone checking in
● Capacity-enhancing technologies
● Environment maintaining technologies
● Wake Vortex effect
● Departure Manager System
● Website for answering all the customer’s queries
Legal In the UK, several businesses, aviation, management and
12

employee-related legislation sometimes put the company into
hazardous situations. Some of these acts and laws are Civil
Aviation Act 1949, Aviation Law 2018, Employment Act 2002,
Discrimination Act (DDA) and many more.
Environmental In 2013, the BA company has faced several issues due to emission
of high carbon waste products. Along with this, the machines used
a significant amount of petrol which is also a bad practice for
Corporate Social Responsibility (CSR). On 25th December 2016,
the company launched a 197-foot wingspan curvature engine
model which significantly lowered the consuming fuel amount. It
has been estimated that by 2050, the company is going to lower the
requirement of fuel by 50%.
Table 1: PESTLE analysis of British Airways Company
(Source: britishairways.com, 2018)
LO4
2. SWOT analysis [P5, M4]
Strengths
● Due to the large size, the economic
scale is quite large. In 2016, the
company has achieved about 11,443
million euro revenue.
● The Brand image of the company is
quite strong and it is known by 140
destinations
● After EasyJet PLC it is the market
leader in the UK
● Complete digitalisation and user-
friendly technologies.
Weaknesses
● It is over depending on the UK market
and on the UK government
● The Return on Invested Capital
(ROIC) is quite low
● The generation of heat in airport is
very high
● The new CEO Alex Cruz is having
lack of experience to conduct effective
leadership.
Opportunities
● Inclusion of other non-government
stakeholders in business which is
increasing the financial support
● Along with 140 destinations, many
other opportunities for opening new
landing destinations are increasing.
● Collaboration with other business such
as railway, food, catering in flight is
Threats
● The growing intensified competition
with the leading brands especially
with EasyJet PLC
● Increased rate of terrorist attack
● Lack of employee motivation and
strike
● Escalating conflicts with the
13

increasing the opportunity to sustain.
● Possibility if collaboration and closer
integration with operating airlines of
IAG.
government of the UK.
Table 2: SWOT analysis of British Airways Company
(Source: britishairways.com, 2018)
3. Internal and external environment analysis along with effect in decision-making process
[P6, M4]
The impact of microenvironment strongly impacts on the decision making of the business.
According to Herliana (2015, p.151), in case of a government own firm, the management and
leaders are liable to maintain the rules of employment set by the government. Due to the stable
political scenario and being a government organisation, the company gets a lot of support. Macro
environment is the factor which impacts externally on a business and impacts on the decision
making of organisation and performances, strategic management and the function of the
respective organisation. However, there are several factors are present which are collaboratively
known as macro environmental factors.. Thus, it can be stated that due to lack of employee
motivation, the companies are not achieving adequate sustainability in both national and
international market. As opined by LaPlante and Paradi (2015, p.33), among this kind of
companies, the liabilities of the company are limited by the shares and a small number of
stakeholders are involved. However, the business of the BA Company has been dropped in 2008
due to extraordinary financial crisis and collapse of sterling. According to LaPlante and Paradi
(2015, p.33), after leaving European Union or after the Brexit, it has become easier for the
company to sustain in the market with 100% revenue retention. Thus, it can be stated that these
strategic management helps the company to increase its competitive advantage under adverse
macro environmental conditions. As opined by García-Holgado et al. (2015, p. 93) that, in case
of a business organisation with low business investments have issues to meet the goal and
objectives of their concerned business.
Conclusion
Thus, in case of the British Airlines, their primary competitors are EasyJet Company and they
generate the objectives by analysing the competitive market. Thus, the company focuses on the
competitive cost, CSR, up gradation of customer experiences by their services, and many more.
As a result, the macro environment has improved with the help of strategic management which
impacts on the sustainability in the competitive market.
14

Conclusion
Henceforth, it can be concluded that business environment is the most significant factor for the
sustainability of a business in a competitive environment. Along with this, both the internal and
external environment of a company impacts on their production, employee retention, customer
outcome and other aspects which help to enhance growth. However, several business
organisations have taken strategic management in order to analyse the effectiveness and
standards of their business. However, there are several factors are present which are
collaboratively known as macro environmental factors. Thus, in this way the FlyBMI and RVL
Company can also increase their competitive advantage with macro environment management.
15

Reference list
Akamavi, R.K., Mohamed, E., Pellmann, K. and Xu, Y., 2015. Key determinants of passenger
loyalty in the low-cost airline business. Tourism management, 46, pp.528-545.
Aktas, N., Croci, E. and Petmezas, D., 2015. Is working capital management value-enhancing?
Evidence from firm performance and investments. Journal of Corporate Finance, 30, pp.98-113.
Ayala, J.C. and Manzano, G., 2014. The resilience of the entrepreneur. Influence on the success
of the business. A longitudinal analysis. Journal of Economic Psychology, 42, pp.126-135.
britishairways.com (2018). British Airways. Viewed 20th April 2018. Available at:
https://www.britishairways.com/travel/home/public/en_in
Chen, Y., Wang, Y., Nevo, S., Jin, J., Wang, L. and Chow, W.S., 2014. IT capability and
organizational performance: the roles of business process agility and environmental
factors. European Journal of Information Systems, 23(3), pp.326-342.
corporate.easyjet.com (2018). Where Can We Take You? Viewed 20th April 2018. Available at:
http://corporate.easyjet.com/
flybmi.com (2018). flyBMI 20th April 2018. Available at: https://www.flybmi.com/
Flynn, M., Senior Business Consultants, L.L.C. and Recovery, S.B., 2018. STRATEGIC SME
SUCCESSION PLANNING: ENHANCING VALUE & WEALTH VIS-À-VIS
ORGANIZATIONAL DIAGNOSIS. Review of Business and Finance Studies, 9(1), pp.85-94.
García-Holgado, A., García-Peñalvo, F.J., Hernández-García, Á. and Llorens-Largo, F., 2015,
July. Analysis and improvement of knowledge management processes in organizations using the
business process model notation. In Annual Conference of the Global Innovation and Knowledge
Academy (pp. 93-101). Springer, Cham.
Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. Hoboken: John
Wiley & Sons.
Halpern, N., Graham, A. and Dennis, N., 2016. Low cost carriers and the changing fortunes of
airports in the UK. Research in Transportation Business & Management, 21, pp.33-43.
Herliana, S., 2015. Regional innovation cluster for small and medium enterprises (SME): A
triple helix concept. Procedia-Social and Behavioral Sciences, 169, pp.151-160.
Kolk, A., 2016. The social responsibility of international business: From ethics and the
environment to CSR and sustainable development. Journal of World Business, 51(1), pp.23-34.
LaPlante, A.E. and Paradi, J.C., 2015. Evaluation of bank branch growth potential using data
envelopment analysis. Omega, 52, pp.33-41.
16

Luftman, J., Lyytinen, K. and ben Zvi, T., 2017. Enhancing the measurement of information
technology (IT) business alignment and its influence on company performance. Journal of
Information Technology, 32(1), pp.26-46.
Niehm, L.S., Hurst, J.L. and Tan, H., 2015. A University and Community Partnership for
Enhancing Rural Business Performance and Sustainability: The Iowa Retail Initiative. 9(1),
pp.85-94.
Porter, M.E. and Kramer, M.R., 2017. Creating shared value. In Managing Sustainable
Business (pp. 327-350). Springer, Dordrecht.
rvl-group (2018) Specialist aviation services based in the heart of theUK 20th April 2018, http://rvl-group.com/
Schandl, H., Hatfield-Dodds, S., Wiedmann, T., Geschke, A., Cai, Y., West, J., Newth, D.,
Baynes, T., Lenzen, M. and Owen, A., 2016. Decoupling global environmental pressure and
economic growth: scenarios for energy use, materials use and carbon emissions. Journal of
Cleaner Production, 132, pp.45-56.
Stam, W., Arzlanian, S. and Elfring, T., 2014. Social capital of entrepreneurs and small firm
performance: A meta-analysis of contextual and methodological moderators. Journal of Business
Venturing, 29(1), pp.152-173.
17

Bibliography
Akamavi, R.K., Mohamed, E., Pellmann, K. and Xu, Y., 2015. Key determinants of passenger
loyalty in the low-cost airline business. Tourism management, 46, pp.528-545.
Aktas, N., Croci, E. and Petmezas, D., 2015. Is working capital management value-enhancing?
Evidence from firm performance and investments. Journal of Corporate Finance, 30, pp.98-113.
Ayala, J.C. and Manzano, G., 2014. The resilience of the entrepreneur. Influence on the success
of the business. A longitudinal analysis. Journal of Economic Psychology, 42, pp.126-135.
britishairways.com (2018) British Airways. Viewed 20th April 2018, Available at:
https://www.britishairways.com/travel/home/public/en_in
Chen, Y., Wang, Y., Nevo, S., Jin, J., Wang, L. and Chow, W.S., 2014. IT capability and
organizational performance: the roles of business process agility and environmental
factors. European Journal of Information Systems, 23(3), pp.326-342.
corporate.easyjet.com (2018). Where Can We Take You? Viewed 20th April 2018. Available at:
http://corporate.easyjet.com/
flybmi.com (2018). flyBMI. Viewed on 20th April 2018. Available at: https://www.flybmi.com/
Flynn, M., Senior Business Consultants, L.L.C. and Recovery, S.B., 2018. STRATEGIC SME
SUCCESSION PLANNING: ENHANCING VALUE & WEALTH VIS-À-VIS
ORGANIZATIONAL DIAGNOSIS. Review of Business and Finance Studies, 9(1), pp.85-94.
García-Holgado, A., García-Peñalvo, F.J., Hernández-García, Á. and Llorens-Largo, F., 2015,
July. Analysis and improvement of knowledge management processes in organizations using the
business process model notation. In Annual Conference of the Global Innovation and Knowledge
Academy (pp. 93-101). Springer, Cham.
Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. Hoboken: John
Wiley & Sons.
Halpern, N., Graham, A. and Dennis, N., 2016. Low cost carriers and the changing fortunes of
airports in the UK. Research in Transportation Business & Management, 21, pp.33-43.
Herliana, S., 2015. Regional innovation cluster for small and medium enterprises (SME): A
triple helix concept. Procedia-Social and Behavioral Sciences, 169, pp.151-160.
Kolk, A., 2016. The social responsibility of international business: From ethics and the
environment to CSR and sustainable development. Journal of World Business, 51(1), pp.23-34.
LaPlante, A.E. and Paradi, J.C., 2015. Evaluation of bank branch growth potential using data
envelopment analysis. Omega, 52, pp.33-41.
18

Luftman, J., Lyytinen, K. and ben Zvi, T., 2017. Enhancing the measurement of information
technology (IT) business alignment and its influence on company performance. Journal of
Information Technology, 32(1), pp.26-46.
Niehm, L.S., Hurst, J.L. and Tan, H., 2015. A University and Community Partnership for
Enhancing Rural Business Performance and Sustainability: The Iowa Retail Initiative. 9(1),
pp.85-94.
Porter, M.E. and Kramer, M.R., 2017. Creating shared value. In Managing Sustainable
Business (pp. 327-350). Springer, Dordrecht.
rvl-group (2018) Specialist aviation services based in the heart of theUK 20th April 2018, http://rvl-group.com/
Schandl, H., Hatfield-Dodds, S., Wiedmann, T., Geschke, A., Cai, Y., West, J., Newth, D.,
Baynes, T., Lenzen, M. and Owen, A., 2016. Decoupling global environmental pressure and
economic growth: scenarios for energy use, materials use and carbon emissions. Journal of
Cleaner Production, 132, pp.45-56.
Stam, W., Arzlanian, S. and Elfring, T., 2014. Social capital of entrepreneurs and small firm
performance: A meta-analysis of contextual and methodological moderators. Journal of Business
Venturing, 29(1), pp.152-173.
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19

Appendices
Appendix 1: British Airways revenues by geographical segment (in GBP millions)
(Source: https://research-methodology.net/british-airways-swot-analysis/)
20