| Summary: | 碩士 === 國立交通大學 === 管理學院碩士在職專班經營管理組 === 98 === In 1989, KLM and Northwest formed the first airlines alliance, since then a numbers of main global airlines began to form other airlines alliances, which the cooperation items among partners included flight routes, scheduling, pricing, reservation system, joint marketing, ground handling, frequent flyer program, aircraft maintenance and etc. In order to attract more customers to take flights and to lift up load factor, airlines always make their efforts on enhancing customers’ conveniences. And to generate better profit and profit margin, airlines will try their best to control operational cost, strengthen competition and increase performance. Up to now, there are three major global airlines strategy alliances. The market structure for airlines is an oligopoly, the two major airlines in Taiwan have not joint any airlines alliances yet. Most part of their flight routes are in Asia area. Taiwan and Asian countries have closed interactions with each other in geographical proximity, political and economic relationships. In addition, most of the airlines flying to Taiwan are Asian carriers. They provide full services and have similar characteristics. The data of this study are collected from 10 selected Asian carriers, which includes their financial results, earning per share, the index of joining alliance and related operational index in 11 consequent years. The purposes of this study are to analyze the relations between strategy alliance and corporate performance by using Discriminant analysis method for Taiwan airlines’ reference. In airlines business, the empirical results show that the positive relations between strategy alliance and the corporate business scale, resources, performance, capability of management are significant.
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