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Stratejik Iş Birliklerinin Işletme Performansindaki Önemi: Havayollarinda Stratejik Iş Birlikleri

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Stratejik Iş Birliklerinin Işletme Performansindaki Önemi: Havayollarinda Stratejik Iş Birlikleri T.C. İSTANBUL TİCARET ÜNİVERSİTESİ SOSYAL BİLİMLER ENSTİTÜSÜ İŞLETME ANABİLİM DALI İŞLETME DOKTORA PROGRAMI STRATEJİK İŞ BİRLİKLERİNİN İŞLETME PERFORMANSINDAKİ ÖNEMİ: HAVAYOLLARINDA STRATEJİK İŞ BİRLİKLERİ Doktora Tezi Selim BİNATLI 100034753 Tez Danışmanı: Prof. Dr. Beliz ÜLGEN İstanbul, 2019 Hazırlamış olduğum tez özgün bir çalışma olup YÖK ve İTİCÜ Lisansüstü yönetmeliklerine uygun olarak hazırlanmıştır. Ayrıca bu çalışmayı yaparken bilimsel etik kurallarına tamamıyla uyduğumu; yararlandığım tüm kaynakları gösterdiğimi ve hiçbir kaynaktan yaptığım ayrıntılı alıntı olmadığını beyan ederim. Bu tezin ihtiva ettiği tüm hususlar şahsi görüşüm olup İstanbul Ticaret Üniversitesi’nin resmi görüşünü yansıtmamaktadır. Selim BİNATLI iii Özet Küresel rekabetin gittikçe artış gösterdiği günümüzde firmalar için stratejik iş birlikleri konusu önemli gelişme kaydetmiştir. Stratejik iş birliği gerçekleştiren firmaların amacı, içinde bulundukları yoğun rekabet ortamında yeni pazarlara girmek, finansal riskini düşürmek ve rekabet gücünü arttırmak olarak özetlenebilir. Stratejik iş birliklerinin en çarpıcı örnekleri havayolları sektöründe görülmektedir. Bu çalışmada, dünyada gelişen stratejik iş birlikleri olgusu, bu olgunun havacılık sektöründeki yeri incelenmiş ve stratejik iş birliklerinin havayollarının performansına etkisi incelenmiştir. Çalışmanın birinci bölümünde stratejik iş birlikleri konusu incelenmiş, oluşturulma nedenleri, türleri, temel bileşenleri ve yarar ile sakıncalarına değinilmiştir. İkinci bölümde stratejik iş birliklerinin havayolu sektöründeki durumu, yarar ve sakıncaları, havayollarının performansına etkisi, havayolu iş birliklerinin önemli bir parçası olan sık uçan yolcu programları araştırılmıştır. Son bölümde ise stratejik iş birliklerinin havayollarına olan etkisi bir nitel araştırma ile değerlendirilmiştir. Anahtar Kelimeler: Uluslararası Stratejik İş Birliği, İşletme Stratejisi, Yönetim, Sivil Havacılık, Ticari Havacılık, Stratejik İş Birliği iv Abstract Strategic alliances increased its’ importance in global competitive markets. Companies prefer to achieve strategic alliances for gaining access to new markets, avoid financial risks and improve their competition strength. Significant instances of strategic alliances can be found in global airline business. In this study, definition, implementation and effect to airline performance have been reviewed. First chapter includes strategic alliance and its’ formation reasons, types, basic components and benefits/drawbacks. Second chapter includes past and current situation of strategic alliances in airline market, performance effect and frequent flyer programmes, one of the most basic components of the strategic alliances. In the last chapter performance effect of strategic alliance have been analyzed by a qualitative research. Keywords: International Strategical Cooperation, Business Strategies, Management, Civil Aviation, Commercial Aviation, Strategic Alliances v ÖNSÖZ Özellikle 1980’li yıllardan itibaren iş dünyasının ve ticaretin küreselleşmeye başlaması, ekonomik refahın artması ve insanların gerek iş gerek kişisel amaçlı daha uzak mesafelere hızlı seyahat istekleri havayolu sektörünün büyümesine ve her geçen gün daha rekabetçi bir ortamda faaliyet göstermelerine neden olmuştur. Havayolları, artan yolcu sayısı ile talepleri sonucunda uçak filolarını büyütme ve uçuş ağlarını genişletmeye çalışmışlardır. Ancak yüksek maliyetler ve pazardaki yoğun rekabet, havayollarını ortak hareket etmeye zorlamış ve stratejik iş birlikleri oluşturmaya başlamışlardır. İlk başlarda iki havayolu ile gerçekleştirilen iş birlikleri gittikçe genişlemiş ve dünya çapında faaliyet gösteren günümüz iş birlikleri boyutuna ulaşmıştır. Havayollarının maliyetlerini azaltma, yolcu sayılarını ve gelirlerini arttırma amacı ile giriştikleri stratejik iş birliklerinin beklentilerini karşılayıp karşılamadığı ve performanslarına ne düzeyde etkili olduğu konusunu araştıran çalışmada bu sorulara cevap aranmıştır. Bu çalışmanın hazırlanmasında benden yardımlarını esirgemeyen ve her konuda destek olan Sayın Prof. Dr. Beliz ÜLGEN’e, Sn. Prof. Dr. Tuğba KARABULUT’a, Sn. Prof. Dr. Figen YILDIRIM’a, Sn. Prof. Dr. Semih BÜKER’e ve Sn. Prof. Dr. Yılmaz GÖBENEZ’e teşekkürü bir borç bilirim. İstanbul, 2019 Selim BİNATLI vi İÇİNDEKİLER Özet ............................................................................................................................. iv Abstract ........................................................................................................................ v ÖNSÖZ ....................................................................................................................... vi TABLO LİSTESİ ......................................................................................................... 1 ŞEKİL LİSTESİ ........................................................................................................... 4 GİRİŞ ........................................................................................................................... 5 1. STRATEJİK İŞ BİRLİKLERİ ......................................................................... 9 1.1. Stratejik İş Birliği Tanımı ................................................................................. 9 1.2. Stratejik İş Birliklerinin Tarihsel Gelişimi ...................................................... 11 1.3. Stratejik İş Birliği Oluşturma Nedenleri ......................................................... 18 1.3.1. Gelirleri İyileştirme .............................................................................. 20 1.3.2. Verimliliği Arttırma ............................................................................. 22 1.3.3. Küreselleşme ve Pazarı Büyütme......................................................... 22 1.3.4. Risk Paylaşımı ...................................................................................... 25 1.3.5. Dışa Açılma .......................................................................................... 25 1.4. Stratejik İş Birliği Türleri ................................................................................ 29 1.4.1. Ruhsat/Lisans İş Birlikleri ................................................................... 31 1.4.2. Ortak Risk İş Birlikleri ......................................................................... 32 1.4.3. Şirket Birleşmeleri ve Ortak Satın Alma ............................................. 33 1.4.4. Yetenek ve Deneyime Dayalı İş Birliği ............................................... 37 1.4.5. Yeni İş Alanı İş Birliği ......................................................................... 37 1.4.6. Kooperatifçilik ..................................................................................... 38 1.4.7. Rakipler Arasındaki İş Birlikleri .......................................................... 39 1.4.8. Öğrenmeye Dayalı İş Birlikleri ............................................................ 40 1.4.9. Markalaşmaya Dayalı İş Birlikleri ....................................................... 41 1.4.10. Asimetrik İş Birlikleri ........................................................................ 42 1.4.11. Birden Fazla Ortaklı İş Birlikleri ....................................................... 43 1.4.12. Tedariğe Dayalı İş Birlikleri .............................................................. 44 vii 1.5. Stratejik İş Birliği Oluşum Süreci ve İş Birliğini Kurma Adımları ................ 45 1.5.1 İş Birliğini Kurma ................................................................................. 45 1.5.2. Stratejiyi ve Hedefleri Belirleme ......................................................... 47 1.5.3. Ortakları (Partnerler) Tarama ............................................................... 55 1.5.4. Ticaret Hacmini Belirleme ................................................................... 61 1.5.5. Fırsatları Belirleme............................................................................... 62 1.5.6. Etkileri ve Paydaşları Belirleme........................................................... 64 1.5.7. Pazarlık Gücünü Belirleme .................................................................. 64 1.5.8. Birleşmeyi Planlama ............................................................................ 65 1.5.9. Uygulama ............................................................................................. 66 1.6. Stratejik İş Birliklerinin Muhtemel Yarar ve Sakıncaları Açısından Değerlendirilmesi ................................................................................................... 68 1.6.1. Stratejik İş Birliklerinin Yararları ........................................................ 70 1.6.2. Stratejik İş Birliklerinin Sakıncaları .................................................... 74 2. HAVAYOLU SEKTÖRÜNDE STRATEJİK İŞ BİRLİKLERİ .................... 80 2.1. Havayolu Sektöründe Stratejik İş Birliği Kavramı ve Oluşturulma Nedenleri ................................................................................................................................ 80 2.2. Havayolu Sektöründe Stratejik İş Birliği Türleri ............................................ 86 2.2.1. Global İş Birlikleri (Alliance) .............................................................. 87 2.2.2. Sık Uçuş Programı Anlaşmaları (Frequent Flyer Programme) ............ 87 2.2.3 Kod Paylaşımı (Codeshare) .................................................................. 88 2.2.4 Blok Rezervasyon ................................................................................
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