a case study of kenya airways

Case Studies

Kenya Airways

Airline: Kenya Airways

Regions of operation: Global

Fleet Size: +35 Aircraft

Priority: Fuel Management

Kenya Airways, a member of the Sky Team Alliance, is a leading African airline flying to 54 destinations worldwide, 41 of which are in Africa and carries over four million passengers annually. It continues to modernize its fleet with its 34 aircraft being some of the youngest in Africa. 

With a vision to be the ‘Pride of Africa’, Kenya Airways is indeed one of Africa’s leading airlines. 

"It allows us to make more accurate fuel forecasts and pay only for the fuel we have used, as well as reducing the time we spend filing EU ETS reports."

Isaac Wanyoike Shared Services Manager, Kenya Airways

With a vision to be the ‘Pride of Africa’,  Kenya Airways , is indeed one of Africa’s leading airlines and the flag carrier of Kenya. It started using our fuel solution in 2006, so they are now expert users of the software.

How Kenya Airway’s has benefited

“We use the system as our fuel data bank; a resource that stores all of the important information about fuel prices, fuel consumption and fuel activities, enabling us to make better decisions,”   says Isaac Wanyoike, Shared Services Manager for Kenya Airways.

“It allows us to make more accurate fuel forecasts and pay only for the fuel we have used, as well as reducing the time we spend filing EU ETS reports.”

Why our solution was chosen

Isaac explains:  “We were persuaded to use FuelPlus because of some key features, such as the way it handles fuel data and reports, its ability to check invoice validity and post to our accounting systems. In fact, its capability to interface with other systems was one of the major plus point for us.”

Inspired by Kenya Airway’s story? 

Talk to our team today and find out if you can achieve similar success.

Kobus Bezuidenhout Principal Customer Success Manager, Skymetrix

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Strategic Issues Affecting Airlines: A Case Study of Kenya Airways

A Project Proposal Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirements for the Masters in Business Administration (MBA).

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International Journal of Business Management, Entrepreneurship and Innovation

Gilbert Bett

In today’s business environment, competitive advantage goes to those organizations most able to adopt effective operations strategies. It is believed that operations strategies are responsible for spurring competitive advantage in different organizations. As a result, many airlines have adopted diverse strategies to enable them obtain competitive advantage. However, it was still unclear whether these strategies actually contributed to the envisaged competitive advantage. This study was carried out to ascertain whether the operations strategies adopted had any significant influence on competitive advantage of Kenya Airways. The specific objectives of the study were to establish the influence of operational efficiency, product and service innovation, continuous process improvement and customer orientation on the competitive advantage of Kenya Airways. The study was guided by the rational choice theory, resource-based view theory, the neo-institutional theory and the Porter’s Five Forc...

Gladys Kamau

Since the turn of the millennium, the general business environment has become more volatile, unpredictable and very competitive. Coping with the increasingly competitive environment has called on firms to rethink their marketing strategies (Pearce and Robinson, 2005). Kenya Airways has faced a number of challenges since its inception, most of which have been intensified by the impact of globalization. The objective of this study was to determine strategic responses that Kenya Airways employs in responding to the challenges of globalization. The research design used was case study method. This method was suitable for the study because it aimed at giving in-depth account of the how the Kenya Airways Limited is responding to the challenges that it is facing in a globalized economy. Primary data was collected using semi-structured questionnaires. The questionnaires were administered using drop and pick later method. The respondents were picked from the network planning and strategy staf...

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Yared Solomon Abebe

The objective of the study was to establish determinants for the profitability margins at Kenya Airlines in the aviation industry. The study objective of the study was to establish the extent of which management structure had on the airlines profit. The Kenya airlines over period of time from the year 2007 have experienced low profitability margins causing shareholders loss on their wealth, it further resulted to low pricing and devaluing of the Kenya Airlines wealth capital accumulation and the losses resulted to retrenchment of workers/employees and low GDP growth contribution. The target population were all the airlines in Kenya, thus a census study was conducted from 273 managers from the top, middle and functional levels were sampled though the use of questionnaires. Several sampling techniques were used that is the non-probability design through the use of both purposive and convenience and probability. The study used the descriptive research design, and data was collected through the use of questionnaires (structured and unstructured) to collect both primary data and secondary data be used. The data was analyzed and presented through use of descriptive analysis, probit regression, content analysis and the SPSS version 20 was used to analyse the content of the study. The study found that all the variables of the study had a positive impact on the profitability of airlines in the aviation industry in Kenya and thus they were statistically significant according to the findings of the study. In conclusion the study recommended several actions that need to be considered for the airline to return to paths of profitability. That is; there is need for airlines to implement prices that are inexpensive to passengers, the management structure effect on performance should be implemented appropriately because their decisions have effect on profitability.

In spite of the cutthroat competition, changing business models, thin profit margins and other turbulent industry nature, Ethiopian Airlines continued to register a successful record since its establishment. Its growth and success is significant especially in recent decades while many African and global airlines are registering bankruptcy, continues loss, layovers and other serious problems. Yet the industry is very interesting to study, despite its challenges and dynamism. The main purpose of this research paper is to identify factors that determine the success of airline business. The specific objective of the study was to identify the determinant factors for the success of Ethiopian Airlines and to establish how and to what extent each factor understudy affects its success. These factors are: implementation of low-cost factors, influence of national culture, integration in airline Alliances, sate influence and privatization and market liberalization influences ET"s success i...

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The study sought to investigate the relationship between financial structure and financial performance of domestic commercial airlines in Kenya. As much as there is fluctuating growth in domestic commercial airlines, the profitability of the airlines has been on the decline as it recorded a net loss of Kshs 8 billion in 2018 compared to Kshs 7.1 billion in 2017, debt financing hit a record high of Kshs 23 billion in 2018 while retained earnings declined in the same period. Evidence elsewhere has linked financial structure to financial performance with little or no empirical evidence to establish such a relationship in the context of domestic airlines in Kenya. The study adopted explanatory research design. The sample was 11 domestic commercial airlines which were actively registered over the years, 2012 to 2018. Data was analysed using Panel Regression analysis. Using significance level of 0.05, the study found that: Lease financing had an insignificant effect on financial performance of domestic commercial airlines in Kenya as indicated by p-values of (p=0.425) and (p=0.377). Share financing has a significant effect on financial performance of domestic commercial airlines in Kenya as indicated by p-values of (p=0.027) and (p=0.005). Also, debt financing had a significant effect on financial performance of domestic commercial airlines in Kenya as indicated by p-values of (p=0.042) and (p=0.035). Retained earnings had a significant effect on financial performance of domestic commercial airlines in Kenya as indicated by p-values of (p=0.000). The study recommends policy makers to provide information and actively market the leasing services and products that are available to the domestic commercial airlines in Kenya. The study further recommends that since the retained earnings affects financial performance, the management of domestic commercial airlines in Kenya should adopt more use of retained earnings as it is readily available and reduces additional expenses thus improving on financial performance.

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This was the final assignment for Etihad airways. The topics covered were: STRATEGIC ACQUISITION AND RESTRUCTURING; Mergers and Acquisitions; RESTRUCTURING; Air Berlin; Air Seychelles; Air Serbia; Global Strategy; Sources of Competitive Advantage from a Global Strategy; Domestic versus Global market; Domestic market; Global market; International strategy; Transnational Strategy; International entry mode; - Licensing; Strategic Alliances; Acquisition; Strategic alliances of Etihad; 1) Joint ventures 2) Equity strategic alliances 3) Non-equity strategic alliance; International cooperative strategy; Network cooperative strategies;

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The study sought to assess the application of the McKinsey Matrix in determination of route attractiveness and resource allocation in Kenya Airways (KQ), as basis for resource allocation. The positions of KQ routes were plotted on the matrix and possible alternatives of resource allocation decisions highlighted. The study was explanatory using a survey questionnaire to collect data from 100 managers and supervisors. Both descriptive and inferential statistical tools were used to analyze data. 14 factors were used to study the applicability of the Matrix on market attractiveness; market growth, market size, barriers to entry, competitive rivalry, market concentration, fares, customers, economic growth, market segmentation, product differentiation, bargaining power of suppliers and airline, substitutes, and technology development, all with a mean score of 2.24. The mean on the 12 factors for the competitive strength was 2.79. The factors considered were marketing, customer loyalty, fr...

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An airline CEO’s strategy for making African aviation sustainable

Africa’s aviation industry is highly fragmented. The continent has hundreds of independent airlines, many of which are unprofitable and on the brink of collapse as they struggle to compete effectively with big global carriers. Further, the aviation business has been hit hard by the covid-19 pandemic.

But airlines are trying to innovate and looking to consolidate to make the businesses sustainable. In September, Kenya Airways and South African Airways, two flag carrier airlines, entered an agreement to create a pan-African airline group . And earlier this year, Kenya Airways launched Fahari Aviation, a division to enhance innovation research, and development of unmanned aviation systems (UAS), including drones.

Quartz spoke with Allan Kilavuka, the CEO of Kenya Airways, on innovation, consolidation of African airlines, the African Continental Free Trade Area , and the effects of the pandemic on the airline.

Kilavuka, a former General Electric executive, has headed the airline since Jan. 2020.

The conversation has been edited for clarity.

Quartz: How has the covid-19 pandemic helped or hurt business?

Allan Kilavuka: The effects of the pandemic started in earnest around March of 2020. We rely primarily on air traffic, and air traffic came down substantially. Currently about 80% of our businesses is passenger business, and in April 2020 most places—in fact possibly the whole world shut down—for a period of depending on each country between four to six months.

Now in aviation if you don’t fly—I mean in our case for example—if you don’t fly for a single day, you lose close to a million dollars. You can imagine six months it’s quite substantial. We were really hard hit.

Then we had to start building up again after reopening towards the end of last year. We first had to convince the passengers it’s safe to fly or safer to fly. Secondly the economic situation and the resources of people who needed to fly had been significantly depleted. We had a situation where corporations had cut budgets. We had our premium customers who were the business customers  not flying, and we still had restrictions.

Even up to now we still have restrictions in some countries. It’s been a long and painful recovery process. We’re not there yet, it’s going to take some time. But every day is better than the previous day, because more and more people feel more confident to fly.

Now the flip side to this is cargo business, which was about 10% of our business. For that one it was the opposite, where there was cargo needed for emergency support for PPEs to support the pandemic, vaccines – just goods and services.

Right now there’s a problem because we have a backlog on the supply chain of goods and services particularly to and from Asia. You have heard of shortages of goods particularly electronic goods.  There’s no capacity to move enough goods across the world. This is kind of a good problem for us because the problem is capacity.

Then we have the effect on employees – we reduced payouts and employees’ salaries have not been so good. What we try to do is to limit the number of exits from our staff so as to keep as many people as possible employed. And for the people we had temporality let go we have to make sure they are in our radar, so that if and when we need them we call recall them.

Has the pandemic changed the company culture? 

It has changed the way we approach business. Many of our people are still working from home. We have a lot more flexi hours and flexi working conditions. In addition digital literacy has gone up. We have also increased our digital capabilities – not just our employees but also to our customers. They can access us a lot more easier using online tools.

The other thing that has changed is agility, because the pandemic changed things very quickly. The rules are different in different countries and they are changing every day. So you have to be agile, and move along with the changes that are happening. And also, because this is unprecedented, you cannot rely on past experiences to make some of the moves that you’re making. So you have to be creative, innovative, in order to come up with solutions for the customers.

Speaking of innovation, how do you envision your new division, Fahari Aviation, enhancing innovation, research and development in the UAS space?

This is a very exciting project for us. First what’s a cutting-edge technology in aviation? It will have to be UAS technology – that would have to be what it is. Because very soon we’ll have pilotless aircrafts flying, just as there are driverless cars.  Right now technology is so good that pilots, when they use autopilot, can just sit and watch and make sure that their aircraft is going in the right direction. The aircraft can virtually take off, fly and land on autopilot. So we are not too far from pilotless aircrafts.

We have become a more agile organization, over the last one and a half years, and so, we have to be at the front and center of every new emerging technology and we want to be in the conversation of how we introduce that UAS technology in this country. This is why we set up Fahari and we have a lot of experience in aviation. We are one of the most experienced aviators in this country and in this continent.

We used that manned aircraft experience and translated it into an unmanned aircraft experience. We want to provide efficient and cheaper solutions to some of the problems that we see in the country. For example, there’s a lot of need for aerial inspection, surveillance. Even aerial spraying of crops. Right now we’re in discussions with some organizations to see how we can help farmers to do that.

As an example, we can provide local solutions to the locust menace. In the past, when you see a problem, people used to send helicopters – in fact they still do even now. We can provide a solution for that. Just to give you a typical example, so we were partly involved in the wildlife census that took place, that KWS (Kenya Wildlife Service) was doing a few months ago, and we were given a section of it.

So that’s the kind of thing that we want to roll out, helping those kinds of initiatives, so have discussions for example with the forestry department or can we help do the census for afforestation in Kenya? Talk to state co-operations that have a lot of utilities—Kengen, Kenya Power and Lighting, Kenya Railways, Kenya pipeline—to help them do their inspections and surveillance on their installations, instead of using very expensive helicopters.

Of course many people are doing this, but the difference that we bring to the table is our experience and our ability to monitor safety. Because there can be a lot of rogue operators – that’s one of the things that people need to be aware of. And we want to make sure that this space is safe and we have been involved in a lot of safety enforcement when it comes to manned aircrafts and we can translate that to unmanned aircrafts.

Many African airlines, including Kenya airways, have been unprofitable for years. In September, you announced an agreement with South African Airways with a long-term view to create a pan-African airline. Is the future of aviation in the continent strategic and collaborative partnership that focuses on consolidation?

Yes, the future of aviation, not just in Africa, globally, is when you consolidate.

Because aviation is a very expensive venture, with very low margins. You need to create economies of scale, so that your unit costs, drop. But more importantly, you also want to make sure that you are creating a network that gives your customers or passengers many options. That way, then you attract a lot more people to the group. That’s what happens when you consolidate.

You look at your customers and you see, what kind of solutions can you provide to your customers, by giving them a variety of options, and also by accessing destinations that you’re not able to access if you did it alone.

So for example with South African Airways, when it comes to fruition and we get to the point where we want to get to, which is to co-create a large pan-African airline group, you will find that if we have close to 50 destinations that we fly to and they have 50 destinations they fly to, if you merge them together you’ll have close to a hundred destination for our customers. Not only that, they have different routes to get to those destinations, so they can choose to fly through their hub in Nairobi, they can choose to  fly through their hub in Johannesburg.

Secondly, because you now have a larger asset pool, you can then reduce your maintenance costs, you can reduce your purchase cost of equipment, because of the economies of scale.  And then you have an opportunity to share expertise, between two different organizations, and to build each other up, and also you have checks and balances of maintaining standards and safety because that is key, and critical.

You have to think about this in the global context because we’re not an island. Africa from an aviation standpoint is quite small. But if you look at the larger aviation market, African aviation is completely fragmented with hundreds of airlines – small ones, most of them unbuyable, and most of them unfortunately at the risk of collapse.

What happens in Europe and in the US and the western world and even in Asia is they look at the market and see how they can work together, especially in a crisis. They consolidate their assets, so that they become more viable with more assets to share across the groups – and that’s what has happened.

If you look at the US, they have I think four major airlines that operate in the US. In Europe, they also have maybe three major airlines that operate and dominate those markets. And yet, they are almost close to 10 times our market here from a seats perspective. So if they can do it, it means that they have a cheaper way of operating and they have a bigger bargaining power and so we need to do the same as well here. It’s a strategic play.

What challenges do you foresee in the consolidation process?

There are so many. You have to overcome obstacles around skepticism from people who have said this has been tried before and failed. We have to cross jurisdictions – remember in the case of South African Airways and Kenya, these are two different jurisdictions, there are antitrust laws that we have to make sure we abide by and uncompetitive behavior.

Of course there are going to be people who will not wish us well and try to stop this both in and outside the country. There’s many obstacles, but that is why we are leaders, to see how to overcome those obstacles and make this work. It’s going to be a very very rough ride, but, we are committed to make it work.

How is Kenya Airways positioning itself to play a role in the African Continental Free Trade Area?

We are very excited about this, this is actually why we exist as Kenya Airways. Cause our main mission is to support the sustainable development of Africa. So this is part and parcel of it. In fact the consolidation aspects of the airline is exactly to support this. People need to move freely. So we need to interconnect Africa as much as possible so they can trade.

In addition, we are ramping up our cargo unit. By the end of this month, we’ll have an additional 120 tons of space that will be flying daily. We increased it by 150 tons between last year and this year. We are slowly ramping up the cargo capacity to support Africa continental free trade area and also to support our customers to fly from place to place.

The other thing as well is to agitate for fifth freedoms , which is the right to fly directly from one destination to another without necessarily going through your hub, so that you can move goods freely across the continent. That is something that we are also going to be advocating and pushing, so that African trade can happen much more freely within the continent. That is the role we’re playing and working with other airlines.

To what extent has the Single African Air Transport Market been implemented?

This one is an old one and to be absolutely completely honest it is stuck in implementation. I think that African markets, African countries, need to come up with the rules of engagement so that we can activate it. It’s not activated as it should be, so it’s basically known as open skies. So the idea is to get the rules of engagement set, agreed, signed off, so that it can be implemented.

There’s a lot of fears because if you don’t have that in place, how it’s going to be implemented, when, how to make sure there is a level playing field across the various airlines, and how to make it fairer.  Once you open up the skies, you will need to make sure that people are playing fair. So, that is really where it is. It’s been there for a long time, but not implemented. Especially with the Africa continental free trade area I think it’s more important that we now really seriously talk about activating it.

What is it like to be the CEO of an airline in Africa today?

I think it is a huge responsibility because aviation is extremely critical in the role it plays in propping up the economic development in Africa. It’s estimated for example that aviation contributes 4% of GDP. It’s a very important sector to play in and also for the number of people it employs.  There are people who really rely on the airline business to make a living and to grow their careers.

It is a great honor and privilege to play that part and also to demonstrate that we can make a success of this, cause there’s been a lot of discussions around why African aviation does not work. And so we come up with strategies that will make this sustainable. That’s one of the things we’re pushing for when we push for consolidation and more collaboration among African airlines.

What keeps you up at night or gets you motivated to go to work every morning?

I think it’s just to make sure that the people who have faith and hope in this particular airline continue having that faith and hope and they don’t lose faith. How to make sure that they continue seeing the greater vision of this company and to keep hope alive. This is what I feel is important for me. So every morning I wake up and see how do I make sure that that message does not wither off , that people still hold on to the hope that we have. We’re a very promising airline and we know we can play our part in sustainable development in Africa.

What book are you reading for inspiration?

I’m reading one called Celebrations of Discipline . Actually it might be the fourth time I’m reading it. That by [Richard] Foster. I think that one is just to help me stay focused. I don’t know maybe everybody else is disciplined. I think it’s always important to maintain your focus and your sharpness. I read a lot of books by John Maxwell. There’s one called Leadership Gold , which am rereading as well. I read a lot about leadership, discipline, self-discipline. And the Bible.

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Airline tie-up for Kenya and South Africa: possible rewards, and risks

Senior Lecturer in Air Transport, Department of Logistics, Marketing, Hospitality and Analytics, University of Huddersfield

Disclosure statement

Eric Tchouamou Njoya does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

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Africa has 357 airlines , the top 10 of which carried more than 60% of traffic. This reflects the fact that many airlines on the continent are very small: some have as few as two aircraft. Between them the airlines carried 95 million passengers in 2019, according to Routes , an online source of information on route announcements.

Airlines operating on the continent face particular challenges.

Firstly, the industry has to contend with huge disparities in economic and air transport development. There is also an uneven distribution of international air passenger traffic across regions and within countries. The traffic is predominantly centered in a few hubs in North, East and South Africa; and in the large and medium-size cities.

Other challenges include high costs of operation, market protectionism as well as safety and security concerns.

There are very few profitable African airlines. In 2020, only the Ethiopian Airlines made a profit in the continent. And with financial woes compounded by COVID-19, it is likely many more airlines will go under.

Two of the continent’s biggest carriers – South African Airways and Kenya Airways – are under financial stress. Both have made significant losses over the past few years and lost market share and destinations to competition. South African Airways came close to being wound up, but for its part Kenyan Airways reported losses of $333 million for the 2020 financial year.

Read more: South Africa in unfamiliar terrain as national carrier goes into business rescue

In November, the two national airlines signed a Strategic Partnership Framework , formalising their plan to set up a pan-African airline in 2023.

In my view the partnership will only succeed if certain conditions are met. The two most important ones are that, firstly, there must be strong national and political agreement and will. But, secondly that the tie-up must be driven by the private sector.

My recent research on Air Afrique’s failure found that the airline was doomed by conflicting national objectives and some of the 11 participating countries were unhappy with what they called a subordinate role.

The case for a partnership

A range of academic studies show that alliances affect the production costs of participating airlines through economies of scale (by means of joint operations of air and ground services), increased traffic density (through network expansion and additional traffic feed) and scope (through increased reach and efficient connections).

Joint ventures, have been, and will continue to be, the key in the future development of airline business. Air France and KLM are good examples why airlines are better off working together. Both have experienced significant growth since getting together in 2004.

Some of alliance arrangements may lead to a reduction in costs and increased efficiency. But they do not necessarily lead to a reduction in competition in the market.

Apart from these benefits, an alliance between South African Airways and Kenya Airways would be good for a number of reasons specific to Africa.

Read more: Why a new national carrier for Nigeria is never likely to get off the ground

Firstly, it would help them overcome some of the existing market challenges, such as market access restrictions, increased competitions from major non-African airlines such as Turkish Airlines, Emirates and Europeans carriers.

Secondly, the alliance could take advantage of a return to pre-COVID travel levels. The International Air Transport Association anticipates a full return to 2019 air traffic levels in late 2023.

And it’s estimated that air transport will grow on average by 3.2% over the next decades in Africa and by 4.8% if African States implement the Single African Air Transport Market.

Thirdly, it would enable them to create and encourage a market services specialisation among airline operators. Airlines may specialise on feeder services and fly destinations with smaller demand and catchment areas. An example of this type of specialisation include the interlining agreement between Ethiopian and Airlink.

In my view, the cooperation deal would also improve the financial viability of the two national airlines. They could pool maintenance services and reduce costs by pooling purchases, sales and financial transactions. It would boost customer volumes if cost savings were passed on to customers by means of lower fares.

Introducing services in the South African market would be a great addition for Kenya Airways and vice versa. With their hub-based model , (a hub is a central airport that flights are routed through), cooperation will help to boost the route networks of both airlines across Africa.

Why alliances fail

Many alliances don’t achieve the desired outcome. Examples include KLM - Alitalia , and the European Quality Alliance which brought together Air France, SAS and Swissair.

Alliances fail for various reasons. Studies show that ineffective governance, insufficient quality of alliance members and internal competition in the alliances are the most common reasons.

Other studies show that more than 50% of strategic alliance fail due cultural differences, mistrust or poor operational integration.

In the case of Africa, the two airlines have to contend with the fact that there isn’t a single African air transport market. Most of the continent’s 54 countries have their own national arrangements or have under-performing state-owned airlines, resulting in protectionist policies.

There is hope that this will change. The Single African Air Transport Market , which by November last year had been signed by 35 countries, envisages a share aviation space. This would enable eligible airlines from one African state to fly into another using only a prior notification procedure.

But there’s a great deal of work that still needs to be done for this to become a reality.

A number of other factors could stymie the proposed alliance.

A big one is the governance structure, which is the oversight required to make and implement decisions essential to the success of an alliance. Elements of governance include legal form, communication structures, cultural differences, trust and commitment.

Yet another factor will be the extent to which the two governments allow efficient decision making to happen. Airline managers should be left to select a course of action – and then to get on with it. This could be difficult given that the state owns substantial stakes in South African Airways; same case with Kenya Airways where the Kenyan government’s share holding is 48.9%.

Other factors include trust, transparency and communication about what both airlines do together and what they don’t do together. Establishing trust and ensuring that both airlines understand each other’s goals and objectives and that they are the same is key.

Recipe for success

A strategic alliance is similar to a marriage. In most cases there is no perfect match. To be successful partnerships must be nurtured and well managed. Mapping out all the stakeholders that are relevant to the story and are going to help the partners achieve the key performance indicators set out in the alliance is paramount.

In my opinion, setting clear performance measures is important, as they will set the partners on a path that is measurable.

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Kenya Airways Case Analysis

Kenya Airways Ltd., more commonly known as Kenya Airways, is the flag carrier airline of Kenya. The company was founded in 1977, after the dissolution of East African Airways. Their head office is located in Embakasi, Nairobi, with its hub at Jomo Kenyatta International Airport.

The airline was owned by the Government of Kenya until April 1995, and it was privatised in 1996, becoming the first African flag carrier to successfully do so. Kenya Airways is currently a public-private partnership. The largest shareholder is the Government of Kenya (48.9%), 38.1% is owned by KQ Lenders Company 2017 Ltd. (in turn owned by a consortium of banks), followed by KLM, which has a 7.8% stake in the company. The rest of the shares are held by private owners; shares are traded on the Nairobi Stock Exchange, the Dar es Salaam Stock Exchange, and the Uganda Securities Exchange.

The airline became a member of SkyTeam in June 2010, and is also a member of the African Airlines Association since 1977.

Kenya Airways Case Study Analysis

Kenya Airways Swot Analysis

Kenya Airways Pestle Analysis

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Business Information systems are the foundation for conducting business activities today. In most industries. The survival and even existence of an enterprise Is difficult without extensively incorporating information technology. Information systems have thus become a crucial requirement in helping organizations operate in the global economy. On the other hand, organizations are trying to gain a […]

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