個案總覽

This case, the first in a six-part series, describes the situation Pierre Godfroid encountered when he took over as Sabena’s CEO in 1991. At that time, Sabena was in crisis, facing imminent bankruptcy. On the strength of a restructuring plan developed by Godfroid and his staff, the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid’s task was to transform the company into a viable private enterprise. The case provides the opportunity to evaluate the viability of Godfroid’s strategy and more generally to explore strategy formulation in a global industry. More importantly, it sets the stage for a sequence of follow-up cases (9A94M004, 9A94M005, 9A94M006, 9A94M007, 9A94M008) dealing with the implementation of the strategy. (Sabena Belgian World Airlines - Video which is broken into segments to coincide with the case series, can be purchased with the case.)

This case is the first supplement to Sabena Belgian World Airlines (A). It outlines the strategic changes implemented by Pierre Godfroid, Sabena’s CEO, and introduces Erik Weytjens, a recent graduate of an MBA program. This case outlines Weytjens’s first assignment to solve a major logistics problem in the dishwashing department. The case, along with the follow-on series of cases, provides the opportunity to: 1) make decisions and take action under realistic constraints of limited information, time, and credibility; and 2) reflect on how the pattern of actions supports or undermines strategy.

This case is a supplement to Sabena Belgian World Airlines (A). Set in autumn of 1992, it deals with the aftermath of Sabena’s first lay-offs, when aggressive workers tried to get their colleagues to join a strike. Background information is provided in case 9A94M003 and 9A94M004; subsequent related cases are 9A94M006, 9A94M007, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). It deals with the backlash Weytjens faced when he demoted a sous-chef for violating company standards. Background information is provided in cases 9A94M003 and 9A94M004; subsequent related cases are 9A94M005, 9A94M007, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). It describes Weytjens’s meeting with an aggressive union leader. Background information is provided in cases 9A94M003 and 9A94M004; subsequent related cases are 9A94M005, 9A94M006, and 9A94M008.

This case is a supplement to Sabena Belgian World Airlines (A). Dealing with Weytjens’s efforts to increase productivity in the spring of 1993, it offers the unique opportunity to reflect on how managers sustain their energy and commitment in the face of adversity. Background information is provided in cases 9A94M003 and 9A94M004; other related cases are 9A94M005, 9A94M006, and 9A94M007.

This case describes the situation Pierre Godfroid encountered when he took over as Sabena's CEO in 1991. At that time, Sabena was in crisis facing imminent bankruptcy. On the strength of a restructuring plan, developed by Godfroid and his staff, the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid's task was to transform the company into a viable private enterprise. The case provides the opportunity to evaluate the viability of Godfroid's strategy and more generally to explore strategy formulation in a global industry. More importantly, it sets the stage for a sequence of follow-up cases (994M04, 994M05, 994M06, 994M07, 994M08) dealing with the implementation of the strategy. (A 43-minute video, broken into segments to coincide with the case series, can be purchased with the case, video 794M03.)

Describes the situation Pierre Godfroid encountered when he took over as Sabena's CEO in 1991. At that time, Sabena was facing imminent bankruptcy. On the strength of a restructuring plan, developed by Godfroid and his staff, the Belgian government had agreed to bail out the airline in return for assurances that this would be the last time government assistance would be requested. Godfroid's task was to transform the company into a viable private enterprise. Provides the opportunity to evaluate the viability of Godfroid's strategy. Sets the stage for a sequence of supplemental cases dealing with the implementation of the strategy.

Supplements Sabena Belgian World Airlines.

Supplements Sabena Belgian World Airlines.

Supplements Sabena Belgian World Airlines.

Supplements Sabena Belgian World Airlines.