A RESEARCH ON MANAGERIAL RESPONSES OF THE AIRLINES DURING THE COVID-19 PANDEMIC

Year 2021, Volume: 17 Issue: 2, 353 - 377, 30.06.2021

Doğan Kılıç , Güler Polat , Ferhan Şengür

https://doi.org/10.17130/ijmeb.804424

Cited By: 2

Abstract

The COVID-19 virus affects the aviation industry negatively, economically, socially and politically, as in many other industries. Airlines are suspending their flights due to the continuing effect of the virus. The reactions of airline operators in the face of an unexpected crisis and the strategies they implement are important in terms of preserving their future positions and getting out of the crisis without much damage. In the study, four airline companies from the European region were selected and their responses in the COVID-19 pandemic process were investigated. It was aimed to determine the strategies and measures implemented by the airline companies selected within the scope of low cost and traditional airline business models during the pandemic process. In this direction, document and document analysis method was used within the scope of qualitative research methods. As the research design, the holistic multi-case design approach was used within the scope of the case study / case study. In the analysis part, content analysis was made by examining the news and announcements published on the corporate websites of airline companies. As a result of the study, it has been revealed that airline companies generally adopt similar strategies within the scope of flight status, reservation and ticket options, measures taken and special lounge services provided. Looking at the applications for personnel; Lufthansa and Ryanair appear to be implementing similar strategies such as unpaid leave, wage cuts and layoffs. On the corporate websites of Turkish Airlines and Pegasus, no information on personnel status was available.

Keywords

Strategy, COVID-19, Airline Business Models, Airlines, Air Transport

HAVAYOLU İŞLETMELERİNİN COVID-19 PANDEMİ SÜRECİNDEKİ YÖNETSEL TEPKİLERİ ÜZERİNE BİR ARAŞTIRMA

Abstract

COVID-19 virüsü birçok sektörde olduğu gibi havacılık sektörünü de ekonomik, sosyal ve politik açıdan olumsuz etkilemektedir. Virüsün etkisinin devam etmesi nedeniyle havayolu işletmeleri uçuşlarını askıya almaktadır. Havayolu işletmelerinin beklenmeyen bir kriz karşısında verdikleri tepkiler ve uyguladıkları stratejiler gelecekteki konumlarını koruyabilmeleri ve krizden çok fazla hasar almadan çıkabilmeleri açısından önemlidir. Çalışmada Avrupa bölgesinden dört havayolu işletmesi seçilerek COVID-19 pandemi sürecindeki tepkileri araştırılmıştır. Düşük maliyetli ve geleneksel havayolu iş modelleri kapsamında seçilen havayolu işletmelerinin pandemi sürecinde uyguladıkları stratejilerin ve aldıkları önlemlerin belirlenmesi amaçlanmıştır. Bu doğrultuda nitel araştırma yöntemleri kapsamında belge ve doküman analizi yöntemi kullanılmıştır. Araştırma deseni olarak ise, örnek olay/vaka incelemesi kapsamında bütüncül çoklu durum deseni yaklaşımı kullanılmıştır. Analiz kısmında, havayolu işletmelerinin kurumsal sitelerinde yayınlanan haberler ve duyurular incelenerek içerik analizi yapılmıştır. Çalışmanın sonucunda, havayolu işletmelerinin genel olarak uçuş durumu, rezervasyon ve bilet seçenekleri, alınan tedbirler ve verilen özel yolcu salonu (lounge) hizmetleri kapsamında benzer stratejiler belirledikleri ortaya konulmuştur. Personele yönelik uygulamalarına bakıldığında ise; Lufthansa ve Ryanair’in ücretsiz izin, maaş kesintisi ve işten çıkartma gibi benzer stratejiler uyguladıkları görülmektedir. Türk Hava Yolları ve Pegasus’un ise kurumsal sitelerinde personel durumlarına yönelik herhangi bir bilgiye ulaşılamamıştır.

Keywords

Strateji, COVID-19, Havayolu İş Modelleri, Havayolu İşletmeleri, Hava Taşımacılığı

References

• Albers, S. ve Rundshagen, V. (2020). "European Airlines′ Strategic Responses to The COVID-19 Pandemic". Journal of Air Transport Management, 87, 101863.
• Arslan, E. (2015). A Content Analysis of Male and Female Characters Portrayed in Turkish Television Commercials. Hitit Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 8 (1), 235-251.
• Avram, B. (2017). "The Hybrid Airline Model. Generating Quality for Passengers". Expert Journal of Business and Management, 5(2), 149-154.
• Bieger, T. ve Wittmer, A. (2011). "Airline Strategy from Network Management to Business Models". In Aviation Systems, (pp. 77-102).
• Bieger, T., Döring, T. ve Laesser, C. (2002). "Transformation of business models in the airline Industry–impact on tourism". In Air transport and tourism, 52nd Congress (pp. 49-83).
• Chen, S., Yang, J., Yang, W., Wang, C., & Bärnighausen, T. (2020). COVID-19 Control in China During Mass Population Movements at New Year. The Lancet, 395(10226), 764-766.
• Chinazzi, M., Davis, J. T., Ajelli, M., Gioannini, C., Litvinova, M., Merler, S., ... & Viboud, C. (2020). The Effect of Travel Restrictions on the Spread of the 2019 Novel Coronavirus (COVID-19) Outbreak. Science.
• Columbus, C., Brust, K. B., & Arroliga, A. C. (2020, February). 2019 Novel Coronavirus: An Emerging Global Threat. In Baylor University Medical Center Proceedings (pp. 1-4). Taylor & Francis.
• Daft, J., & Albers, S. (2013). A conceptual framework for measuring airline business model convergence. Journal of Air Transport Management, 28, 47-54.
• De Wit, J. G. ve Zuidberg, J. (2012). "The growth limits of the low cost carrier model". Journal of Air Transport Management, 21, 17-23.
• Dziedzic, M. ve Warnock-Smith, D. (2016). "The role of secondary airports for today's low-cost carrier business models: The European case". Research in Transportation Business & Management, 21, 19-32.
• Gilbert, M., Pullano, G., Pinotti, F., Valdano, E., Poletto, C., Boëlle, P. Y.ve Gutierrez, B. (2020). Preparedness and Vulnerability of African Countries Against Importations of COVID-19: a Modelling Study. The Lancet, 395(10227), 871-877.
• Gillen, D. ve Morrison, W. G. (2005). "Regulation, competition and network evolution in aviation". Journal of Air Transport Management, 11(3), 161-174.
• Hanlon, J. P. (2007). Global airlines: competition in a transnational industry. Routledge.
• Hunter, L. (2006). "Low Cost Airlines: Business Model and Employment Relations". European Management Journal, 24(5), 315-321.
• Iacus, M. S., Natale, F., Santamaria, C., Spyratos, S., Vespe, M. (2020). "Estimating and Projecting Air Passenger Traffic During The COVID-19 Coronavirus Outbreak and its Socio-Economic Impact". Safety Science, 104791.
• IATA, (2020). https://www.iata.org/en/iata-repository/publications/economic-reports/covid-19-cost-of-air-travel-once-restrictions-start-to-lift/ Erişim Tarihi: 21.09.2020.
• Jin, W., Weiyi, C., Derek, W., James, G. (Mart 2020). “How the Virus Got Out”, https://www.nytimes.com/interactive/2020/03/22/world/coronavirusspread.html?smtyp=cur&smid=tw-nytimes, (Erişim Tarihi: 15.05.2020).
• Karasar, N. (2007). Bilimsel Araştırma Yöntemleri (17.baskı). Ankara: Nobel Yayıncılık.
• Krippendorff, K. (2012). Content Analysis: An Introduction to its Methodology, Beverly Hills: Sage.
• Lufthansa, (2020a). https://www.lufthansa.com/xx/en/flight-information.html Erişim tarihi: 24.05.2020.
• Lufthansa, (2020b). https://www.lufthansa.com/xx/en/flightplan Erişim Tarihi: 24.05.2020.
• Lufthansa, (2020c). https://www.lufthansa.com/xx/en/social-distancing#physical-distance Erişim Tarihi: 24.05.2020.
• Lufthansa, (2020d). https://www.lufthansa.com/xx/en/lounges Erişim Tarihi: 25.05.2020.
• Lufthansa, (2020e). https://newsroom.lufthansagroup.com/German/Newsroom/airlines-der-lufthansa-group-starten-ab-juni-wieder-mit-160-flugzeugen----juni-flugplan--mit-106-zie/s/419f7e8b-b237-4719-b9aa-39cb00b8f3eb Erişim Tarihi: 25.05.2020.
• Lufthansa, (2020f). https://newsroom.lufthansagroup.com/german/newsroom/all/lufthansa-legt-340-600-flotte-vor-bergehend-still/s/26133b82-d700-4371-aa57-c9d6bea47812 Erişim Tarihi: 25.05.2020.
• Lufthansa, (2020g). https://newsroom.lufthansagroup.com/german/newsroom/all/lufthansa-group-beschlie-t-erstes-restrukturierungspaket/s/365d03fb-1179-43e3-89e9-c84af14d6887 Erişim Tarihi: 25.05.2020.
• Lufthansa, (2020h). https://newsroom.lufthansagroup.com/german/newsroom/all/coronavirus--lufthansa-beschlie-t-ma-nahmenpaket/s/49c875d4-fd53-459f-b0c9-3d6f91483d81 Erişim tarihi: 25.05.2020.
• Lufthansa, (2020ı). https://www.lufthansagroup.com/en/newsroom/releases/pcr-tests-at-frankfurt-airport-centogene-and-lufthansa-take-positive-balance-at-the-end-of-the-summer-vacations-1.html Erişim Tarihi: 17.09.2020.
• Lufthansa, (2020j). https://www.lufthansa.com/tr/en/extended-rebooking-options Erişim Tarihi: 17.09.2020.
• Lufthansa, (2020k). https://www.lufthansa.com/tr/tr/lounges Erişim Tarihi: 17.09.2020.
• Lufthansa, (2020m). https://www.lufthansagroup.com/en/newsroom/releases/lufthansa-and-independent-flight-attendants-union-ufo-agree-on-crisis-package.html Erişim Tarihi: 17.09.2020.
• Lufthansa, (2020n). https://www.lufthansa.com/de/en/extended-rebooking-options Erişim Tarihi: 19.09.2020.
• Lufthansa, (2020o). https://www.lufthansagroup.com/en/newsroom/releases/lufthansa-expands-touristic-offer-to-include-two-additional-sunny-destinations-in-the-canary-islands.html Erişim Tarihi: 19.09.2020.
• Lufthansa, (2020p). https://www.lufthansagroup.com/en/newsroom/releases/more-destinations-available-from-munich-throughout-all-of-europe.html Erişim Tarihi: 19.09.2020.
• Lufthansa, (2020r). https://www.lufthansagroup.com/en/newsroom/releases/lufthansa-decides-on-third-package-within-restructuring-program.html Erişim Tarihi: 21.09.2020.
• Lufthabsa, (2020s). https://www.lufthansagroup.com/en/newsroom/releases/online-shopping-above-the-clouds.html Erişim Tarihi: 30.09.2020.
• Maneenop, S. ve Kotcharin, S. (2020). The Impacts of COVID-19 on The Global Airline Industry: An Event Study Approach. Journal of Air Transport Management, 101920.
• Nakamura, H. ve Managi, S. (2020). Airport Risk of Importation and Exportation of The COVID-19 Pandemic. Transport Policy, 96, 40-47.
• Neuman, W. L. (2014). Social Research Methods: Qualitative and Quantitative Approaches. Pearson.
• O'Connell, J. F. ve Williams, G. (2005). "Passengers’ perceptions of low cost airlines and full service carriers: A case study involving Ryanair, Aer Lingus, Air Asia and Malaysia Airlines”. Journal of Air Transport Management, 11(4): 259-272.
• Oliveira, A. V. ve Huse, C. (2009). Localized Competitive Advantage and Price Reactions to Entry: Full-Service vs Low-Cost Airlines in Recently Liberalized Emerging Markets. Transportation Research Part E, 307-320.
• Öztürk, E., Şener, G. ve Süher, H.K. (2016). Sosyal Medya Çağında Ürün Yerleştirme: Instagram ve Instabloggerlar Üzerine Bir İçerik Analizi. Global Media Journal TR Edition, 6 (12), 355-386.
• Pegasus, (2020a).https://www.flypgs.com/basin-odasi/duyurular/duyuru-detay/sabiha-gokcen-havalimanindan-ucuslarin-durdurulmasi-hakkinda Erişim Tarihi: 25.05.2020.
• Pegasus, (2020b). https://www.flypgs.com/basin-odasi/duyurular/duyuru-detay/koronavirus-covid-19-nedeniyle-iptal-olan-seferlerin-bilet-islemleri-hk Erişim Tarihi: 25. 05. 2020.
• Pegasus, (2020c). https://www.flypgs.com/basin-bultenleri/pegasustan-koronavirus-onlemleri Erişim Tarihi: 25. 05. 2020.
• Pegasus, (2020d).https://www.flypgs.com/koronavirus-onlemleri-ve-dezenfeksiyon-proseduru Erişim Tarihi: 25. 05. 2020.
• Pegasus, (2020e).https://www.flypgs.com/koronavirus-onlemleri-ve-dezenfeksiyon-proseduru Erişim Tarihi: 25. 05. 2020.
• Pegasus, (2020f). https://www.flypgs.com/basin-odasi/duyurular/duyuru-detay/ucak-ici-pegasus-cafe-satislarimiz-hk Erişim Tarihi: 25. 05. 2020.
• Pegasus, (2020g). https://www.flypgs.com/kampanyali-ucak-biletleri/tum-ucuslarda-cezasiz-degisiklik-hakki/?** Erişim Tarihi: 18.09.2020.
• Pegasus, (2020h). https://www.flypgs.com/kabin-bagaji-tasima-kurallari-nelerdir/?20 Erişim Tarihi: 18.09.2020.
• Pereira, B. A. ve Caetano, M. (2015). “A conceptual business model framework applied to air transport”. Journal of Air Transport Management, 44, 70-76.
• Ryanair, (2020a). https://www.ryanair.com/ie/en/useful-info/Coronavirus-covid-19 Erişim Tarihi: 25.05.2020.
• Ryanair, (2020b). https://www.ryanair.com/ie/en/useful-info/refund-voucher Erişim Tarihi: 25.05.2020.
• Ryanair, (2020c). https://www.ryanair.com/ie/en/travel-updates/articles/BACK-FLYING Erişim Tarihi: 25.05.2020.
• Ryanair, (2020d). https://corporate.ryanair.com/news/ryanair-announces-over-250-jobs-lost-at-its-dublin-stansted-madrid-wroclaw-offices-due-to-covid-19-groundings/?market=tr Erişim Tarihi: 25.05.2020.
• Ryanair, (2020e). https://corporate.ryanair.com/news/ryanair-holdings-plc-covid-19-market-update/?market=tr Erişim Tarihi: 25.05.2020.
• Ryanair, (2020f). https://corporate.ryanair.com/news/ryanair-removes-flight-change-fee-on-all-new-july-august-bookings/?market=tr Erişim Tarihi: 18.09.2020
• Ryanair, (2020g). https://corporate.ryanair.com/news/ryanair-extends-the-removal-of-its-flight-change-fee-to-all-new-september-bookings/?market=tr Erişim Tarihi: 18.09.2020.
• Ryanair, (2020h). https://corporate.ryanair.com/news/ryanair-uk-pilot-union-balpa-agree-on-pay-cuts-to-save-uk-jobs/?market=tr Erişim Tarihi: 18.09.2020.
• Ryanair, (2020ı). https://corporate.ryanair.com/news/ryanair-spanish-pilot-union-sepla-agree-on-pay-cuts-to-save-spanish-jobs/?market=tr Erişim Tarihi: 18.09.2020.
• Ryanair, (2020k). https://corporate.ryanair.com/news/ryanair-extends-the-removal-of-its-flight-change-fee-to-october-and-november-bookings/?market=tr Erişim Tarihi: 30.09.2020.
• Ryanair, (2020m). https://corporate.ryanair.com/news/ryanair-launches-its-first-ever-buy-one-get-one-free-offer/?market=tr Erişim Tarihi: 30.09.2020.
• Sengur, Y. ve Sengur, F. K. (2017). Airlines define their business models: a content analysis. World Review of Intermodal Transportation Research, 6(2), 141-154.
• SHGM (2020). http://web.shgm.gov.tr/tr/genel-duyurular/6344-covid-19-tedbirleri-kapsaminda-27-mart-tarihli-ucus-kisitlamalari-hakkinda Erişim Tarihi: 25.05.2020.
• T.C. Sağlık Bakanlığı Halk Sağlığı Genel Müdürlüğü (HSGM), (2020). “Covid-19 Rehberi”, https://hsgm.saglik.gov.tr/depo/covid19/rehberler/COVID19_Rehberi.pdf, (Erişim Tarihi: 19.05.2020).
• Tavşancıl, E. ve Aslan, E. (2001). İçerik Analizi ve Uygulama Örnekleri, Epsilon Yayıncılık, İstanbul.
• THY, (2020a). https://www.turkishairlines.com/tr-tr/duyurular/coronavirus-salgini/saglik-uyarilari/ Erişim Tarihi: 25.05.2020.
• THY, (2020b). https://www.turkishairlines.com/tr-tr/sifir-degisiklik-ucreti/ Erişim Tarihi: 25.05.2020.
• THY, (2020c). https://www.turkishairlines.com/tr-tr/duyurular/coronavirus-salgini/hijyen-tedbirleri/ Erişim Tarihi: 25.05.2020.
• THY, (2020e). https://www.turkishairlines.com/tr-tr/duyurular/coronavirus-salgini/guncel-ucus-plani/ Erişim Tarihi: 16.09. 2020.
• THY, (2020f). https://www.turkishairlines.com/tr-tr/duyurular/coronavirus-salgini/esnek-degisiklik/ Erişim Tarihi: 17.09. 2020.
• THY, (2020g). https://www.turkishairlines.com/tr-tr/duyurular/coronavirus-salgini/koronavirus-duyurulari/ Erişim Tarihi: 16.09. 2020.
• THY,(2020d).https://www.turkishairlines.com/tr-tr/duyurular/coronavirussalgini/koronavirus-duyurulari/ Erişim Tarihi: 25.05.2020.
• Ülgen H. ve Mirze, K. (2013). İşletmelerde Stratejik Yönetim. Beta Kitap, İstanbul.
• Vidović, A., Štimac, I. ve Vince, D. (2013). “Development of Business Models of Low-Cost Airlines”. IJTT-International Journal for Traffic and Transport Engineering, 3(1): 69-81.
• World Health Organization (WHO) Situation Report-68 (2020c), https://www.who.int/docs/default-source/coronaviruse/situationreports/20200328-sitrep-68-covid-19.pdf?sfvrsn=384bc74c_2, (Erişim Tarihi: 17.05.2020).
• World Health Organization (WHO), (2020a). “Coronavirus Disease 2019”, https://www.who.int/emergencies/diseases/novel-coronavirus-2019, (Erişim Tarihi: 14.05.2020).
• Wright, P., Pringle, O. ve Kroll, M. (2008). Strategic Management Text and Cases. Allyn and Bacon.
• Yıldırım, A. ve Şimşek, H. (2008). Sosyal Bilimlerde Nitel Araştırma Yöntemleri, Ankara: Seçkin Yayınları, Ankara.