The case describes the creation and evolution of Brazil’s first low-cost airline – GOL. From the outset GOL was driven by innovation and within a few years of operating had become the country’s leading airline. Although initially a low-cost carrier, over the years it became increasingly customer-centric, striving to improve the customer experience by removing the pain points of air travel.

The case illustrates how seeming good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist failed to convince his employees to buy into his strategic vision by trying to implement it too quickly.

Airbus is contemplating changing its legal structure and launching a super-jumbo to compete with the 747, but the consortium is divided on strategic priorities. Should it focus on changing its legal structure? Should it maintain a market-share strategy? Should the consortium seek a truce in the price war with Boeing?

The case describes the turnaround of a moribund Scottish airport sold off by BAA, the leading airport operation in Britain. Although the air transportation industries are experiencing deregulation, which appears to favour rich incumbents, Prestwick Aviation Holdings Limited (PAH) manages to succeed where most observers predicted it to fail.