Please answer the following question using the analyses of “Alaska Airland Case Study” below. Thanks. Alaska Airlines: Navigating Change Case Solution OPPORTUNITIES: Opportunities highlight all the external factors that a project can capitalize on or can use for its advantage. Opportunities include technological advancement, macroeconomic policies, legislation, etc. If the opportunities can be utilized effectively then there is a potential to create competitive advantage. For example in off seasons, the price of an airline ticket is low as compared to the peak season, and the reason for this is demand. If the cost is equal to revenue then it will be considered as breakeven (No profit no loss) however,if the revenue exceeds cost, then it indicates that the company is generating sufficient profit. The price of tickets is at its peak in the season of Christmas due to high demand. THREATS: Threats cover many things such as what policies the competitor is adopting, or if the continuously changing technology is becoming a threat to the company or what types of hurdles are being faced by the company.The threats to this company may be sending or receiving prohibited items, which include explosives, drugs, etc. If these commodities are supplied internationally through an airline, then this may have a bad impact on the performance of the company and it would, as a result, lead to bankruptcy. Therefore, the company should positively face all those threats which are not beneficial for the performance of the company. Situation Analysis In 1932, Alaska Air group traced its roots to McGee airline. In a couple of years, it merged with Alaska Star Airline. Finally, in 1942, the company came into being with the new name of Alaska star air line.It started its operation with 22 aaircraft which include some small bush planes. The company has earned revenue since 19 consecutive years, and this has helped it to purchase ten new aaircraftto expand throughout the West coast. In 1980 s, the company had tripled in size and as a result, it joined forces with Horizon air and Jet America. Mexico and Russia were the two countries, which were the newly listed countries in the route map of Alaska Airlines. The management of Alaska airline analyzed its situation when it goes through a stage of crisis. For that reason, they took some positive steps,such as designing new team and providing them proper training for getting better results. Among their 8650 employees, most of them work in a bigger post, who can run the company very well and whenever the company faces serious issue, they can take some steps in order to overcome the problem. Argumentative analysis: Alaska’s most dramatic argument for change is the weak relationship between labor and management, which continued for many years. There was a strike made by the flight attendants, which showed that they were not happy with their jobs. Later on, the employees were hired on a contractual basis so that the employer could fulfill the terms and condition of the organization. The company also had a major problem in Seattle which is its main hub. The management of the staff made some serious in order to solve it. For that, a new agenda was raised in which the solutions of those issues had been highlighted. A time duration of 1 year was the deadline for the solution of those issues. Cultural Analysis: Alaska airline faced numerous cultural issues. When the company came into existence, there were 60% flights which landed on time and seven bags per 1000 passengers who were reported as having been mishandled. For this issue they took some steps and became successful. As a result, the percentage of flights on time increased by 70%-75% and the percentage of mishandled bags reduced to 4%. The senior managers had negotiated between the pilot unions and the company on a contractual basis. This is because the pilots of Alaska airline were mostly experienced in this industry, and they were given a good salary package, as well as they participated equally to maximize the revenue of the company. If they would be fired from the company, then as a result, they may go into recession or may have to shut down within a year. Build a Guiding Coalition; 1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding coalition as you see fit. 2. Determine steps you can take to ensure commitment from those involved. Describe those steps.