unique merger in the way that is was a cross border merger between companies with different nationalities and cultures. Both companies agreed upon retaining their own brands and remained mostly autonomous. Both the CEO's, Leo van Wijk (KLM) and Jean-Cyril Spinetta (Air France), treated each other as equals. They tried to look like a team to the outside world, and succeeded in this aspect. In the initial years the results of the merged companies were great. It really seemed that the two companies had
With this value-driven leadership also comes the ability to build enduring relationships with people – first, with his/her own employees and, secondly, with his/her customers. Unfortunately, Jean-Cyril Spinetta’s (CEO, Air France) behavior in the case study is not an exemplary model of leadership. If Spinetta will not respect and respond to his best customers, then why should his employees? 2) Corporate Culture: It is no secret that with regard to Air France’s marketing efforts, service-related
The Concorde Plane Project The Concorde was the fastest commercial plane to ever fly the skies to date and although it now has an infamous legacy, there were high hopes of its commercial success from the engineers who designed and developed this supersonic airplane. Designed to break the sound barrier and decrease travel speed immensely, the Concorde achieved its goals early on. For many years the Concorde had a stellar record of no incidents, crashes or fatalities. While the Concorde never amounted