Resumen caso lan

In early 2008, Enrique Cueto, CEO of Lan Airlines, was reviewing results from 2007. All divisions had enjoyed strong increases: domestic passenger traffic shot up by 23.5 percent,international passenger traffic rose 23.1 percent and cargo traffic advanced 4.8 percent. Much of the strong growth of domestic passenger traffic had been attributed to the company’s adoptionof a “low-cost” approach on short-haul national routes in April 2007. Internationally, Lan had grown traffic by expanding routes through its wholly owned subsidiaries in Argentina and Peruand continuing to offer a far-reaching route network for full-service long-haul flights to North America, Europe, and beyond. In its cargo business, Lan set itself apart from U.S. legacycarriers, which derived between 3 and 4 percent from cargo, since 33 percent of Lan’s revenues came from cargo.
This case has been designed for a section of the Strategy course wherebusiness models are analyzed in isolation. The case look at the role of Lan’s three different business models and how they work together.

Lan Airlines opera tres modelos de negociodistintos: bajo coste para vuelos domésticos de corto radio, servicio completo para las rutas internacionales y el negocio de carga internacional. Este último representa el 33% de todos losingresos de Lan, una cifra enorme en comparación con el 3% o 4% que registran muchas aerolíneas estadounidenses. Desde que cambiara de propiedad en 1994, Lan ha crecido continua yrápidamente a un ritmo compuesto anual del 19%, pasando de 318 a 3.500 millones de dólares en ingresos a finales de 2007. Lan se encuentra en un momento interesante de su historia, ya que acaba deintroducir su modelo de bajo coste. Aunque los resultados han sido buenos, los analistas se preguntan si la compañía puede gestionar con éxito tres modelos de negocio diferentes.