Freezeland Community Air Service Project, a Case Study

FreezelandCommunity Air Service Project, a Case Study

FreezelandCommunity Air Service Project, a Case Study

Freezelandis an island located in the Northern Hemisphere it has majorairports in Southville and Northville as well as smaller airports andairstrips in regions with clusters of the local communities in themainland’s surrounding small islands. This paper presents a casestudy of Freezeland community project of air service it covers suchareas as the nature of the project and key objectives and problemsassociated with the implementation.

ProjectNature and Key Objectives

Asa company, Freezeland Airline is owned by several corporate andprivate shareholders in Northville City (South Freezeland) orSouthville and is the largest carrier the island possesses whichserve destination areas like Canada, Northern Europe, andScandinavia. Although road facilities are inadequate in theNorthville due to the harsh climate and rugged terrain, the residentsexploit airline services because the region owns its airport whichoffers transportation between Northville and Southville (Flouris&amp Lock, 2016).Moreover, all the offshore island residents depend on air transport(mostly during the frozen winters) despite possessing only smallairstrips, with several independent carriers like helicoptersoperating between the various islands.

Thefact that some areas in the north are current targets for overseasventure vacation tour operations, coupled with the apparent demandfor air transport services by the communities of Freezeland requiresthe upgrade of the small airstrips to offset the needs. The project’saim was to offer reliable air transport services through scheduleswith planned connectivity for local flights by the internationalcompany of Freezeland Airlines which enjoyed a monopoly in this state(Flouris&amp Lock, 2016).

Mainproblems and Correction Strategies

Theprimary issue of the project was how Freezeland Airlinecouldovercome the gap between their schedule services and those of thesecondary local airlines they tried the option of buying the localoperators but suffered rejection. That was due to the variety ofaircraft types and discrepancies in the operation methods by theowners (Flouris&amp Lock, 2016)the buy-out scheme was so expensive, and the differences above couldhave complicated the company’s enterprise systems. So what was thealternative strategy recommended to solve the problem?

Freezelandagreed to introduce new services of its own into several well-usedcommunity airports that translated into the acquisition of at leastthree smaller aircraft to ensure the strategy was successful. Theplan was forecasted to give the business a competitive advantage overother international airlines that did not offer such servicesbesides, other smaller carriers were encouraged to cooperate withFreezeland Airlines on providing schedule information on every routethe company did not select for immediate operations, so the threat offeeling neutralized by the established airline is eliminated (Flouris&amp Lock, 2016).Consequently, the strategies convinced the Freezeland Airlinemanagement it drew a business plan to finance the project andselected the community target destinations of Easthaven, Mid-town,and Westport.

HowFailure to Appoint Proficient Manager Affected the Project

Althoughit’s been several years since the project was approved and funded,Freeland Airline’s failure to recruit a proficient manager hascaused severe delays in its progress. Nonetheless, an appropriateplan to drive the project through to its successful termination wasnot possible besides, there was a lack of communication flow givingother managers a feeling that they did not wholly own the projectand, therefore, no need to commit to it (Flouris&amp Lock, 2016).


Thecase study above demonstrated that there was an urgent need for theexpansion of air transport services in Freezeland due to the poorstatus of roads in the state, a gap that Freeland Airline Companyidentified and worked to fill. Although it received approval andfunding for the community project, there have been delays tosuccessfully implement the proposal which identified very effectivestrategies from the starting phase.


Flouris,T. G., &amp Lock, D. (2016).&nbspAviationproject management.New York U.S: Routledge.